PresenTense Year in Preview 5770 (2009-2010) -An experiment in transparency for the sake of collective learning and improvementIntroduction

: The PresenTense Group is a grassroots organization dedicated to upgrading the Jewish People’s operating system – that is, putting into place the processes and resources the Jewish People and their organizations need to continue to serve their purpose in the world. With such a grand goal, we have determined to hold ourselves to the highest standards in terms of planning. reporting and transparency – and we have determined that the publication of this compendium of our project plans will provide the open-source framework for our community to not only understand where we are devoting our energies, but also to help us improve our processes and operations so as to increase our impact on the world. In this document you will find project plans developed by individuals heading up PresenTense’s efforts, for PresenTense’s major programs and initiatives in the field. Seeing as how we have over 300 non-staff community members actively engaged in the work of PresenTense, these plans make up only a few of the frameworks where we devote a majority of our time. Items such as FedHeads (workshopping for Federation professionals), 2048 (a marketplace of ideas about the future of the Jewish People), the NYC Hub, among others, are not directly reflected simply due to lack of resources to codify in a formal proposal. We hope that, with time, these too will be reflected in this annual Year in Preview. It should be noted that plans developed by the PresenTense Group’s subsidiary company, PTLogistical Services, are reflected here alongside the PresenTense Group’s own operations, seeing as how part of PTL’s operations are enacted for the sake of PresenTense, and thereby fulfill PresenTense’s exempt mission. Some of these plans were proposed in Hebrew, and they have been translated to create a unified language to this compendium. Hebrew versions are available upon request. Finally, it should be noted that this is the first time PresenTense is publishing a collection of project plans – and as such there is a lot we can learn. Formulating the best possible format was a challenge - especially since there aren’t many other examples of such transparency in our market sector – so we hope the format we chose will be clear and available. We look forward to your comments and suggestions. Overview: The PresenTense Group in 5770 (2009/2010) is focused on improving upon previous years of operations, and extending one of our core products into new markets. As such, whereas previous years were more about research-through-action, this year is one devoted to development and testing additional improvements to our models. The project proposals reflected here cover: Community Division ...............................................................................................3 PresenTense Magazine Business Development ......................................................11 The Jerusalem Hub ................................................................................................18 Jerusalem Fellowship ............................................................................................28

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Boston Fellowship .................................................................................................35 General Management.............................................................................................42 Development Division ...........................................................................................48 The order of these project proposals is intentional: as PresenTense has learned, one must gather and connect to a community before being able to inspire creativity, and only through a creative environment can one find pioneers to equip and launch. It should be clearly noted that all of the plans below will certainly change and evolve over the next year – these plans were developed and proposed over the course of August-September 2009, and already, as of this writing, elements have changed. That said, these plans are still valuable for providing targets over the course of the next year – and for understanding the direction the PresenTense Group intends on going. A final item to keep in mind is organizational lifecycle. Internally, PresenTense Group has started transitioning from the self-image of start-up to that of a small nonprofit with a wide footprint; PresenTense currently has, as of this writing, 9 staff members, which makes 7 full time equivalents – but PresenTense’s real power comes from the over 300 contributing community members on the seven different steering committees that develop and determine programming for the Group around the world. Whereas the community is the provider of content to our activity, the staff provides the platform and logistical support to enable these committed individuals to fulfill an aspect of themselves through the Jewish People. Developing that model further – and improving the support our staff can provide to our community – is a core mission of the organization as a whole, and can be understood as the subtext in many of these proposals. In other words, the community is an asset so very apparent in the minds of our division leaders that it sometimes goes without saying. As mentioned in the introduction, the project plans below reflect only a portion of PresenTense’s operations – but a significant enough portion to begin this inaugural year of our Year in Preview with a view into what we are doing in the here and now to upgrade the Jewish People’s Operating System.

Looking forward to hearing your comments,

Ariel Beery Co-Director, PresenTense Group

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Community Division Developing a supportive community to foster the next generation of Jewish pioneers Proposed by: Deborah Fishman, Associate Director, Community Division  Project Summary: PresenTense has inspired young Jews around the world, through the Institute, Magazine, Creative Zionism and our core values. How can more young Jews access and become a part of PT’s global conversation? For those who have previously been involved, what is the added value of remaining a part of our community? The PT Community Division will work with both young Jews who have been involved with our network as well as any young Jews with ideas and enthusiasm about the future of Jewish innovation to further a global marketplace of ideas that inspires, supports, and produces action that can change the world.  Project Goals and Objectives: Goals: o To lower the barrier to entry for young Jews to allow them to voice their ideas in the global conversation on Jewish identity and innovation in the Digital Age o To empower young Jews with the tools and resources they need to broadcast their voice, their initiatives, and their creativity, to ensure they have the support they need to be successful o To facilitate conversations on innovation in the Jewish world, and to create connections between innovators within and beyond their fields o To build local communities that support and foster innovators and Jewish leaders, where some will go on to be involved with other PT Divisions as Fellows, writers, etc. Objectives: o To sustain ongoing Circles and other PT activities (minimum monthly) in 8 cities, producing in-depth explorations that lead to action through the generation of pioneer guides and handbooks (one per quarter) Target cities: NY, Chicago, Boston, Toronto, London, DC, Tel Aviv o To use the PT Network to build local leadership, ultimately generating City Teams (target for this year: 2 “model City Teams”), who will drive the above activities as well as identify local innovators o To provide mentors for young Jews interested in our target fields through a meet market generated via our website (target: 10 mentorship matches) o To generate an ongoing conversation through the quarterly Magazine (online or combination online/in-print) o To facilitate connections between innovators in the same field and foster action in three areas through taskforces
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 Context PresenTense may be thought of as an ever-regenerating, pyramid-shaped fountain – in which case the PT Community is the foundation of the pyramid. Community enables a supportive environment where tools are provided for individuals to begin exploring the global conversation PT is igniting. Starting from a level of involvement as a spectator or occasional participant in PT events, some community members will go on to generate creativity in the form of articles, guides, initiating Circle topics, assuming leadership in their local City, etc. – and some of these members will go on to the pyramid’s top level, where they attend the Institute and launch initiatives. These innovators then come back to their local communities and contribute towards inspiring the further development of Community, Creativity, and Pioneering.  Assumptions 1. That there is continued demand for involvement in conversations on Jewish identity and innovation in the Digital Age and Creative Zionism (proven thus far through the Magazine) 2. That we will be able (technically, financially) to continue to foster conversations, online in addition to in-print. 3. That there is a demand for local PT involvement in the global conversation in the form of Circles and other activities 4. That community members will be interested in growing into leadership roles both due to this demand, and because they aspire to be part of the PT Team serving the Jewish People, with the privileges and responsibilities that that entails 5. That animating local communities will foster innovators who will go on to be active in PT in other ways 6. That PT can provide tools and resources valuable to local innovators 7. That PT can sustain the infrastructure necessary for a effective and functional global community, including effective communication, successful community organizing, and delegation and management of roles and responsibilities  Elements of the Project
Element Content Package Description Goal Objectives Contains tools for *To provide support and * To enable community community members: resources to community members to facilitate ever*Methodologies members increasing involvement (Cookbook) *Instill in members sense (towards the higher levels *Publicity materials that they are a part of of creativity and *Login/profile on PT site something much larger pioneering) and action *Listing of PT privileges *Allow them to attract and responsibilities others in their community

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*Access to Yazam Fund Steering Committee People who have been involved with PT activities in the past and participate in biweekly conference calls Local leaders who are developed over time to animate and represent their communities. Responsibilities: * PT Circle (monthly or bi-monthly) * Shabbat dinner (monthly) *Drunken Brainstorms (once per quarter) * Launch Parties *FutureTense *Yazam fund events (with Institute) *Identifying and tracking local innovators Representing that city – and the ideas of its innovators – to the larger PT world: *Blogging (biweekly) *Broadcasting events going on in their community (monthly) (for more established communities) Taskforces Young, innovative experts who are currently engaged in changing their fields in different focus areas: *Philanthropy *Education *Social Action *Community Organizing *Arts&Culture *New Media Creative young Jews engaged in facilitating the global conversation through working with writers with ideas to take these ideas to the next

to join *Advise on the direction of the PT Community Division, and get larger buy-in and involvement in it through expanding PT’s network *Create structure that can support and sustain PT Cities, ensuring activity on an ongoing basis *Coordinate activities, within and between cities *Publicize and broadcast ideas generated locally into the PT community, allowing action to evolve *To create sustainable infrastructure to support the growth of PT Community

City Leaders

* Identify innovation and encourage innovators to become Fellows *Build leaders who can be part of the PT Team *Provide local innovators with necessary resources, including mentorship/ access to the PT network * Have action result from the community’s ideas

*Foster connections between innovators in the same field * Facilitate an ongoing discussion on new trends and what’s next in these fields

*Provide mentors for young Jews in these fields *Launch discussions that will generate ideas, ultimately leading to action through cookbook, guides, articles, etc. *Cultivate connections that will lead to identification of potential Fellows in these fields *To produce a magazine in an open-source, collaborative fashion *To broadcast the ideas of our community, giving them the potential to

Community Editors

*Engage the community in what the conversation is going to focus around * Develop creative individuals, who may then

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level In-Print Magazine Quarterly magazine featuring the voices and ideas of our community

go on to be pioneers *Lower the barrier to entry in the conversation on important issues for over 90 contributors per issue *Increase involvement and *Highlight the bright ideas and innovation of our generation *To develop an online following for the ideas of our community, and to grow our community around these ideas *To engage taskforces in highlighting innovation and encouraging action in focus fields

evolve into action initiatives *Generate a community following and contributing to our ideas * Provide a platform around which the community can organize and contribute

Online Community Conversations

Ongoing online conversations (articles, discussions, etc) around our focus topics *Handbooks contain reports on new trends and other information compiled by taskforces *Cookbooks contain new methodologies proposed or reviewed by taskforces and other community members Continue the Fellows’ involvement with PT post-Institute through: *Mentorship opportunities *Yazam Fund events *Online community

*To be able to generate meaningful articles and promote ideas on a regular basis, not just with publication of print issue * To produce action out of PT activities and the community’s ideas

Pioneer Handbooks, Cookbook

Fellow Followup

*Fellows can inspire their communities to become further involved (Yazam) *To provide fellows with support post-Institute, and further knowledge development in target fields (mentorships) *To allow fellows to remain connected to the PresenTense network of fellow innovators (community)

*Fellows help further PT activities and can help recruit future fellows

 Metrics 1. City Stats: In how many cities is PT active? How many activities happen in a given city per year? How many people have been involved in that city? 2. Networking Stats: How many mentorships have been established? How many times have they met? What relationships developed as a result of PT activities?

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3. Conversation Stats: How many people have been involved in PT Conversations, either in-print or online? How many people are following our conversations (online, in-print subscriptions, Facebook, Twitter, etc.)? 4. Pioneer Stats: How many Institute Fellows, writers, etc. have been generated from PT Community activities? How many past Fellows/Magazine contributors have remained engaged through PT Community activities?  Summary of Work Plan PT Community operations will be implemented with opportunities for reevaluation, in order to ensure that a sustainable division is built.  First stage: Initial Engagement: Offer small opportunities for people to get involved. (September - October) o Staff: Prepare Content Package (marketing materials) o Steering Committee: Identify Steering Committee Members. Begin meeting on monthly basis o City Leaders: Identify City Leaders through offering small opportunities: 1. Nominate a Local Innovator (nominations will go into innovator database, used for mentorships, meet market) / Apply to Mentor or Be Mentored 2. Indicate your field(s) of interest, and sign up to attend a Circle gathering of people interested in that field in your city. At Circle meeting, discuss what concrete action the group would like to achieve (i.e., write a Community Activism Cookbook or Pioneer Handbook for their field or community) 3. Host or attend a Launch Party for PT9 (scheduled for early October) 4. Host or attend a Brainstorming Session (scheduled for late October) o Community Editors: 1. Brainstorming for PT10 (Digital Issue): a) Article ideas; b) Reaching out to potential taskforce members/ writers; c) Preparing technological infrastructure 2. Continuing Conversations from PT9 o Taskforce Members: 1. Education: Begin meeting in NY (FutureTense) 2. Philanthropy: Bring people into online conversation on PT9, participate in PT9-related events; Settle on a project or some

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 

 

action that can emerge from PT9 so that this taskforce can continue to operate around it 3. New Media: Begin identifying people in this field (for PT10) 4. Other: Keep track of others who would be interested in being on taskforces in different fields; recruit them to recruit others, to reach critical mass in those areas Evaluation: How successful were we at initial engagement? (November) Second Stage: Development Planning and holding local events, communicating with other cities, networking with local innovators, broadcasting ideas and events online (November-December) o City Leaders: Offer more small opportunities: 1. People who attended Circle have opportunity to pitch the ideas discussed at their Circle to others in other cities. If they can get buy-in from other cities, they can develop it into a project 2. Mentorships (ongoing) 3. Host or attend a Circle 4. Host or attend a Shabbat Dinner (themed around some question/discussion) o Community Editors: 1. Working with writers to produce articles 2. Working with new media taskforce for connections, ideas 3. Working with online infrastructure, thinking of ways to improve if necessary 4. Publicizing through network, new media, etc. to get more people involved in conversation o Taskforce Members: 1. Education: FutureTense NY (cont.); see if online broadcasting of FT NY has inspired others to want to do it in other cities 2. Philanthropy: Develop the agreed-upon philanthropy project 3. New Media: Hold session to brainstorm new trends; providing guidance, connections, etc. to community editors, writers Evaluation: How successful was the development? (January) Third Stage: Actions Generated (January-February) o City Leaders: See if actions September-December have generated individuals who may be willing to become City Leaders in some cities. City Leaders are organizers, innovator identifiers, and broadcast themselves and their city 1. Development and Launch of agreed-upon City Action or Project 2. Host or attend a Circle o Community Editors: 1. Launch of PT10 (online only)

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2. Publicizing through network, new media, etc. to get more people involved in conversation o Taskforce Members: o Education: FutureTense NY (cont.); launch of Education FutureTense in one city other than NY o New Media: New Issue launched and publicized o Launch of one additional TaskForce.  Evaluation: Have actions/leaders emerged? Is more time/small activity necessary? (March)  Fourth Stage: New Conversation Cycle Begins (March- April): o City Leaders: Brainstorm new city project o Community Editors: Brainstorming begins for next issue o Taskforce Members: Recruiting new taskforce, continuing actions from existing Cycles repeat – generating new conversations and activities that will disseminate innovation into the Jewish world and ultimately create action in key fields  Suggested Personnel 1. Community Director: Manages overall process, networking and recruitment, working with volunteers to produce results 2. Communications Director: Builds technological infrastructure for conversations to occur; broadcasts the results of Community activities; develops and employs marketing campaigns 3. Resource Team: Provides funds for production of magazine (online and in-print), events. Volunteer positions: 1. City Leaders – Filled over time as leaders emerge 2. Community Editors – PT Magazine’s editors 3. Taskforces – Experts in fields who brainstorm new trends, connections, and ultimately find ways to generate action 4. Steering Committee  Resource Requirements Staff:  Close collaboration with Institute Division regarding Fellow follow-up  Close collaboration with Jerusalem Hub Coordinator regarding implementing City activities in Jerusalem Budget:  In-print magazine: $12,000/issue  Running events in cities: 6 cities at $50/month, 2 cities (those with City Leaders) at $100/month

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Potential Problems
Because this is a new division, there are risks that developing leadership and infrastructure may be a slower process than anticipated, or may not work in the way anticipated. This is why there will be frequent evaluations built into the workplan so that the course of action may be adjusted accordingly.

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PresenTense Magazine Business Development
Creating strong readership and sustainable revenue for PresenTense's publishing division

Proposed by: Simi Hinden, Business Development, Community Division
Mission for publishing: To build a forum for idea exchange and community building in the Jewish community online, in print, and in person. Mission for publishing business development: To generate a profit for the publishing division so that it will be self-sustaining and able to support its programs and future growth.  Project summary PresenTense Magazine is a three-year-old all-volunteer publication which focuses on Jewish culture and innovation. It brings together readers, writers, editors, and artists from around the globe and fosters discussion on issues significant to young Jews today, creating a community of idea-driven leaders and entrepreneurs. Over the past ten issues, the magazine has built up a readership of over 20,000 and has expanded into dozens of new communities. The magazine has been on the verge of self-sustainability, and over the coming year’s next three issues of PresenTense, we plan to bring the magazine into the black, not only sustaining our publication levels but also increasing the magazine's reach and expanding the publishing department. This project proposal outlines steps to increase circulation of the print magazine, expand our online presence, and grow revenues from print and web advertising.  Context PresenTense Magazine publishes the thoughts, ideas, and actions of young Jews today, in the here and now. It creates an ever-growing community of creative young Jews who are interested in tackling the big issues facing our people and the world, and is a forum for discussion and debate. The Magazine Business Development team makes all of that possible, by generating necessary operating revenue and also by distributing and publicizing the magazine, thus expanding the PresenTense community. In addition, lessons learned from the magazine's business development can be applied to other divisions and used to drive profitability, whether promoting sponsorship for the Institute or Hub, generating leads for business connections, or building a strong readership from which to pull future fellows, coworkers, and both volunteers and attendees for our programs and events. Additionally, our plans will benefit the network as a whole, as they will create greater visibility for our innovative content and ideas and help others promote their projects and work. Assumptions We make the following assumptions when presenting this proposal: 1. There is still a core market for print publications. 2. The U.S. economy will stabilize and not deteriorate further.

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3. Writers, editors, artists, and other positions will continue to be on a volunteer basis. 4. The magazine will have mostly U.S. and Canada distribution, with some in Israel. 5. Content and design will continue to be innovative and of excellent quality. Project goals and objectives Objectives: Our first aim is to increase worldwide readership of PresenTense Magazine, thereby strengthening the PresenTense community and creating connections between readers and contributors. Our second aim is to increase revenue to the publishing division overall, through advertising income, magazine sales, and an online store, so that it is not only self-sustaining, but also able to fund continued growth and expansion. Area Element Description
Promote traditional print advertising

Goals
1.1.1 Increase advertising income 1.1.2 Develop strong core of repeat advertisers 1.1.3 Develop base of non-Jewish advertisers 1.1.4 Provide advertisers with a concentrated, niche audience for their products

Advertising Print advertising

Web advertising

Develop and promote a wide 1.2.1 Increase advertising revenue variety of web ad opportunities on 1.2.2 Develop strong base of website PresenTense.org/magazine advertisers Organizations or companies can sponsor special content on the website, such as real time debates, videos, special seminars, or our monthly newsletter 1.3.1 Increase advertising revenue by offering specialized opportunities for promotion 1.3.2 Cultivate a sponsorship base for the Institute and Hubs 1.4.1 Increase the advertising department's reach 1.4.2 Enable advertising to branch out to new areas of focus 2.1.1 Increase worldwide readership of the magazine 2.1.2 Create a strong community of PresenTense supporters 2.1.3 Generate solid, recurring revenue from subscription base 2.2.1 Reach new audiences of potential subscribers and contributors 2.2.2 Increase distribution of the magazine 2.2.3 Increase website readership

Sponsorships

Team of advertising A team of up to 5 advertising representatives representatives

Circulation Subscriptions/Mem Subscriptions to PresenTense's bership print magazine. Membership in PresenTense includes a subscription to the magazine, access to special content on the website, access to PresenTense hubs worldwide Bulk orders Sales of 50+ copies of PresenTense Magazine to Jewish communal organizations, conferences, or programs

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Area

Element
Bookstores

Description
Make PresenTense available for purchase in Jewish and independent bookstores

Goals
2.3.1 Reach new audiences of potential subscribers and contributors

Online sales of single copies

PresenTense Magazine is offered 2.4.1 Increase readership of as a single purchase item via online PresenTense without the commitment portals of a subscription 2.4.2 Enable purchase of back issues Increase PresenTense.org's online readership Syndicate articles from PresenTense Magazine to other publications 2.5.1 Make PresenTense.com the premier, go-to site for Jewish innovation and new ideas 2.6.1 Increase awareness of PresenTense Magazine, driving subscriptions and visitors to the website 2.6.2 Generate additional income from content

Website content promotion Syndication

Online store Magazine sales

Sell current and previous issues of 3.1.1 Increase the magazine's readership the magazine 3.1.2 Generate revenue from magazine sales Sell access to selected white papers, educational guides 3.2.1 Share information with the worldwide community to help others succeed in their projects 3.2.2 Generate revenue 3.3.1 People can show their PT affiliation 3.3.2 Create additional awareness and publicity for PresenTense 3.3.3 Generate revenue

Educational materials

PresenTense merchandise

Sell merchandise with the PresenTense brand or designs

Merchandise of PresenTense affiliates

Sell the merchandise or services of PresenTense affiliates (fellows, coworkers, volunteers) for a percentage of sales

3.4.1 Provide a portal for affiliates to publicize their products and reach new markets 3.4.2 Generate revenue for PresenTense

Metrics The success of business development can be summed up in one word: revenue. Below is a detailed list of specific areas of revenue that will be measured. Advertising  Income from print advertising  Income from web advertising  Number of recurring advertisers  Number of newly generated advertisers  Number of sponsorships PresenTense Year in Preview 5770 (2009/2010) 13

Income from sponsorships

Circulation  Number of magazines distributed  Number of subscribers  Income from subscriptions  Income from bulk orders  Number of individual magazines sold  Number of visitors to PresenTense website  Number of pageviews for PresenTense articles  Number of articles forwarded, tweeted, posted to Facebook, or otherwise passed on electronically  Number of article comments  Number of syndicated articles and their projected readership numbers  Number of PresenTense members Online store  Income from magazines sold on website  Income from educational materials sold on website  Income from PresenTense merchandise  Income from PresenTense affiliates' merchandise  Number of PresenTense affiliates selling via online store Statistics will be collected after the publication of each print issue and used to evaluate each segment's effectiveness and whether changes or alterations are necessary. Summary of Work Plan During September and October, the focus will be on increasing subscriptions overall and creating a system for promoting syndication of articles we currently have. Once the new website is progressing, we will begin to set up the online store to sell PresenTense Magazine, and eventually expand to selling PT products and affiliates' products and services in January. As work begins on PT10, the Digital Issue, we will begin to heavily promote web advertising to current and potential advertisers to capitalize on our new website. Once the articles for PT10 are completed, we will promote syndication of them to news outlets, and also drive readers to our site with a publicity campaign. In January 2010, we will evaluate the effectiveness of the advertising campaign and make changes to our web ad offerings as necessary. In January, we will begin pitching advertisers for PT11, due out in April, focusing on both print and web advertising. We will also contact bookstores in order to begin selling the magazines at Jewish and independent bookstores. We will promote PT11 bulk orders and renew subscription pitches in April, and also syndication of content. We will evaluate the effectiveness of the web ad campaign, as well as print ad campaign, and make necessary changes.

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We will switch over to pitching advertising for PT12 in April 2010, repeating the process above. In May we will provide more educational materials online and begin expanding the publishing division. In July and August, as we close up the content and advertising for PT12, we will again promote bulk orders, subscriptions, and syndication, and review the previous year's advertising push to determine its success.
Month September 2009 October November December January 2010 Advertising Set up and promote website advertising Pitch web advertising Circulation Promote syndication of current content Promote web content Set up PT store to sell PresenTense magazines Online store

Pitch web advertising, recruit Promote web content advertising representatives Pitch web advertising Pitch advertisers for PT11 Evaluate web advertising offerings Pitch advertisers for PT11 Pitch advertisers for PT11 Pitch advertisers for PT12 Evaluate web and print ad offerings Pitch advertisers for PT12 Pitch advertisers for PT12 Pitch advertisers for PT12 Promote PT12 bulk orders and subscriptions Promote PT11 bulk orders, subscriptions, and syndication Get educational materials up on online store Promote syndication of completed PT10 articles Bookstore sales Set up PT store to sell PT products and affiliates' products

February March April

Promote web content

May June July August

Suggested Personnel PresenTense Magazine's business development will be led by Simi Hinden, who has been with the magazine for the past three years. She will be assisted by Rachel Berger in New York, who will focus on finding new advertising opportunities for PresenTense, particularly with ad agencies and non-Jewish companies, and also manage New Yorkbased distribution opportunities. Jonathan Matthews, an intern based in Jerusalem, will be assisting with developing new leads for both advertising and circulation, and boosting online revenues. We also plan to recruit two more advertising representatives, either in Israel or the US/Canada, to take charge of specific advertising accounts and pitch the magazine to

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relevant advertisers. This will enable us to significantly expand our advertising reach and generate more revenue for both the online and print space. We plan to recruit an intern or volunteer to assist with promoting magazine distribution, including subscriptions, bulk orders, and individual magazine sales. We also plan to recruit an intern or volunteer to work on syndication of articles to further promote PresenTense content. Resource Requirements Budget: PT10 (Dec '09) PT11 (Apr '10) PT12 (Aug '10) Printing Shipping Graphic Design 0 0 0 $5,000.00 $1,500.00 $2,500.00 0 $6,000.00 $2,000.00 $2,500.00 0 0 0 0 0 Not tied to a specific issue 3500 5000 8000 Total 11000

Website $8,000.00 Design/Dev elopment Website 0 maintenance Launch events Small print jobs $500.00 $500.00

$0.00 $500.00 $500.00 $1,600.00

$0.00 $500.00 $500.00 $2,400.00

$2,000.00 $500.00 $500.00 0

2000 2000 2000 4400

Advertising $400.00 commission (20% of sales) Misc costs Total $1,000.00 10400

$1,000.00 12600

$1,000.00 14900

$1,000.00 4000

4000 41900

Projected income PT10 (Dec '09) PT11 (Apr '10) PT12 (Aug '10) Print 0 $8,000.00 $12,000.00 Not tied to a specific issue Total 20000

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PT10 (Dec '09) PT11 (Apr '10) PT12 (Aug '10) advertising Web advertising $2,000.00 $0.00 0 $0.00 0

Not tied to a specific issue $4,000.00 $8,000.00 6000 8000

Total

Subscriptions/ 0 Membership ($20/year) Bulk orders 0 ($4/magazine) Individual 0 magazine sales ($7/magazine) Total 2000

$2,000.00 $400.00

$2,000.00 $400.00

0 $400.00

4000 1200

10400

14400

12400

39200

 Risks We see several challenges for PresenTense's publishing division. One is the oftreported "death of print." Newspapers and magazines are struggling with reduced subscription revenues as more readers prefer the free online content. This has caused print advertising revenues to drop significantly, and publications are unable to make up this income on the web. At the same time, they are supporting a very heavy staff of writers and editors, not to mention a physical building and all the costs of running an office. PresenTense, on the other hand, has an all-volunteer staff of writers and editors, and does not have an office for the magazine. This keeps costs extremely low and allows us to stretch our advertising income farther. In addition, advertising budgets have been severely reduced during the recession, and there is less money available for new advertisers or small publications. However, our concentrated readership of urban, educated Jewish college students and young professionals is quite attractive to advertisers, and provides more value than a generalized pool of readers of varying education and income levels. Also, young people are reluctant to subscribe to print magazines and prefer their content online and free. This could hurt our efforts to increase print subscriptions and sales of bulk orders. We are increasing our online content, along with web advertising, to take advantage of this readership. At the same time, we maintain there is value in a print publication and in the experience of reading a print magazine, and that there will always be a strong core of readers who will subscribe.

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The Jerusalem Hub
Providing a platform for the pioneering community in Jerusalem

Proposed by: Maya Sarig, Jerusalem Director
Summary The Jerusalem Hub is at the heart of PresenTense’s network, and is aimed at nurturing social entrepreneurs and cementing a creative community in the city of Jerusalem. Based in the German Colony of Jerusalem, the Hub provides physical space to empower community members, entrepreneurs, social activists—and creative people at large. The Hub will provide these creatives with an inspirational home base from which to make a difference in the world expand their social network, and receive professional training. It is also a global junction for current members of PresenTense. The Hub will be used as a platform that connects, integrates, and supports all of PresenTense’s programs in the Jerusalem area. It also aspires to serve as a model for the PresenTense Hubs to be built internationally in the coming years. The Hub's goals and purposes  The Hub will be used as a platform for various programs of the PresenTense Group. 1. The Hub will hold launch parties for PT Magazine each issue. 2. The PresenTense year-long Fellowship program will be held at the Hub between December 2009 and May 2010 (a work plan for the annual Institute will be written separately). 3. At least ten graduates and fellows of the PresenTense Summer Institute will use the Hub's services throughout the year and participate in its ongoing activities. 4. The Hub will build a working model for additional Hubs around the world by February 2010. 5. At least two of the Institute graduates will work as active members of the Hub's steering committee during the year.  The Jerusalem Hub will be an active and lively Hub for its target population throughout the year. 1. Increasing the number of reserved table users to 100% throughout the year. 2. Increasing the number of open space users by 30% throughout the year. 3. The Hub will hold at least 20 lectures and events (i.e. pioneer forums, viral party) for entrepreneurs, activists and for the community throughout the year. 4. At least 4 social organizations (such as Ru'ach Chadasha, Hit'orerut) will hold at least 2 professional meetings each at the Hub throughout the year. 5. Once every 2 months, a learning session will be held with community entrepreneurs in order to provide opportunities for mutual learning. 6. During the Summer Institute, the Hub will operate a 'summer membership' program that will include diverse lectures and unique activities in cooperation with the Institute (the defined goals will be constructed in cooperation with the Institute).

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7. People will rent the Hub’s common spaces and the conference room for private functions or for courses at least 15 times a year. 8. At least 10 events initiated and carried out by community members will be held during the year. The Hub will operate as a support system for social entrepreneurs, association directors, chairpersons, and interest holders, in order to enable them to carry out entrepreneurship. 1. Staff members and volunteers will give 40 hours of consultation to entrepreneurs during the year. 2. 8 forums for association directors, chairpersons, and interest holders will be established and operated during the year. 3. The Hub will employ 4 advisors in diverse areas (volunteer management, recruiting resources, business programs, etc.) during the year. 4. The Hub will provide physical space for at least 20 social entrepreneurs and business owners and will enable them to enjoy a comfortable, professional, and creative work environment. 5. The Hub will hold at least 7 courses (5 one-day courses and 2 courses of between 2 and 5 sessions each) for entrepreneurs and associations during the year. 6. The Hub will hold a training course on 'making organizations more efficient using innovative technological means' (i.e. transmedia tools and strategies) once a month during the year. The Hub will expand its pool of potential partners. 1. Potential partners will be located and mapped by August 2009. 2. An introductory meeting with potential partners will be held by the end of November 2009. 3. Partnerships and programs from the Hub's program toolkit will be built with at least 4 partners by January 2010. An involved steering committee for the Hub will be established and operate ongoing throughout the year. 1. 7 potential committee members will be found and recruited by July 10, 2009. 2. All committee members will be met with personally by mid-July 2009. 3. By mid-July 2009, there will be an active steering committee that will convene once a month throughout the year and receive updates concerning goings-on at the Hub. 4. Three of the steering committee members will be actively and continuously involved, focused on one of the areas within the Hub (for example: annual Institute, community events, working space members), and they will lead it according to expectations that will be set individually by mid-October 2009. 5. Every committee member will be involved in at least three activities during the year. 6. An information pool shared by all committee members will be established starting from October 2009. The Hub will be positioned as a well-known entity in the area of social entrepreneurship in Jerusalem.

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1. A database of Hub visitors will be established and continuously updated throughout the year. 2. The number of visitors to the Hub will be increased. 3. Hub management will participate in two municipal steering committees during the year. 4. At least one item about the Hub will appear in a local or national paper during the year.  The Hub will establish an active volunteer pool throughout the year. 1. Volunteer jobs will be defined by August 2009. 2. Connections with three volunteer organizations will be established by November 2009 in order to recruit potential volunteers. 3. 15 potential volunteers will be identified and recruited according to job definitions by December 2009. 4. Volunteer compensation program will be written by mid-January 2010. 5. The 15 volunteers will be placed according to different functions and needs by the end of January 2010. 6. An activity uniquely for the volunteers will be held every two months starting form January 2010.  Context The Hub’s goal within the PresenTense Group is to nurture and grow social entrepreneurs. The Hub will be used as a platform linking all the different PresenTense programs and will combine PT’s overall stages of actualization: community, creativity and pioneering.  The Hub serves the Magazine as a meeting place for its contributors, a source of inspiration for articles, a distribution point for the magazine, a place for discussion of the magazine’s focus topics, and a place to expand the readership and reach new subscribers. Moreover, the magazine's contributors will participate in the Hub's ongoing activities.  The Hub serves the Institute as a meeting place for all classes of Institute fellows, a working place for the fellows, and a place where they can receive professional consulting. The Hub will host the PresenTense Year-Round Institute. Moreover, the fellows will participate in the Hub's ongoing activities. .  Assumptions 1. 1,500 new organizations are registered in Israel every year. 60% of organizations that survive the initial start-up cease to exist within the first ten years. Therefore, in order to avoid being closed, organizations need to receive the tools and skills necessary for the management and operation of their organization. 2. In light of the global economic crisis, almost two-thirds of social organizations have taken measures to reduce their costs: freezing wages, relying more on volunteers, sharing office space with other organizations and so forth (from Dealing with the Economical Crisis in the Third Sector, Dr. Katz and Mrs. Yogev). We believe that the Jerusalem Hub can provide them with a physical space for work, a place for building social networks and for receiving training in the area of acquiring resources.

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3. Beginner social entrepreneurs lack the tools and skills necessary for implementing their ideas. Some of them even give up on their dream because they lack the necessary knowledge and support. The Hub can provide them with the necessary tools and skills. 4. In the digital age, the world is changing very rapidly. Ways to reach people have changed. There is less face-to-face contact and more interaction using digital means. It is necessary to get to know innovative digital tools in order to adapt social enterprise to daily reality. 5. Today, many professional connections rely on extensive social networks. Working in a sharing environment has a high value. The Jerusalem Hub brings together the highest-ranking professionals from diverse areas -- hi-tech, art, social and business entrepreneurship, and many more -- to meet under the same roof with the next generation of entrepreneurs, thus helping them expand their social network.  Elements of the Project Pioneers forum – a lecture and discussion framework featuring leading entrepreneurs, nonprofit managers, philanthropists, venture capitalists, and business leaders. The forum is open for the entire community and is held once a month. Number of participants: 30 to 60. Duration: 70 minutes. Goals 1. To provide the community with examples of innovation and entrepreneurship. 2. To connect PresenTense and its community with leaders in the area. 3. To start connecting with relevant mentors for the annual Institute. Transmedia – providing advanced tools for making the management of organizations more efficient in the Digital Age. Once a month. Goals 1. Provide tools and skills to the community and entrepreneurs. 2. Position the PresenTense Group as a leader in innovative thinking among non-profit organizations. 3. Empower social entrepreneurs and leaders in the third sector. Consultation hours for entrepreneurs – the organization's team members and community volunteers will hold a consultation hour for entrepreneurs once every two weeks. Goals 1. To provide tools and skills to social entrepreneurs. 2. To position the PresenTense Group among non-profit organizations as a professional body in the area of social entrepreneurship. Social events – an opportunity for members and non-members to meet for a social activity, free of charge. This activity will be held once every two months. Examples include networking parties such as ChamShush and community events like Shabbat dinner. Number of participants: 50 to 100. Duration: 3 hours. Goals

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1. 2. 3. 

To provide a social network for organization and community members. To expose the Hub as a place for potential customers (fellows, lecturers, CW and so forth). To promote the unique activities of the organization and the Hub.

Learning meetings of the co-working space members (CW) – an opportunity for mutual learning and meetings among the workspace members. Once every two months. Goals 1. To generate a social network among the people who come to the Hub. 2. To provide an opportunity for the Hub learn from activities. 3. To allow the workspace members to join in the Hub's activities. Fellows circle – a meeting of the former Institute fellows using the 'hot seat' methodology. Provides the fellows with the opportunity to present their project. Goals 1. 2. 3.

To reinforce the fellows' social network. To enable fellows to expose their projects. To provide Institute graduates with a place for support and for dealing with challenges. Viral Party – a party for disseminating an idea, event, goal, or opportunity. Number of participants: at least 30. Duration: two hours. Goals 1. To help entrepreneurs and the community disseminate their ideas. 2. To position PresenTense as an original and creative organization that acts in support of entrepreneurs. Workshops and advanced studies – participants meet for learning about a particular topic (managing associations, managing volunteers, recruiting resources). Number of participants: 8 to 12. Goals 1. To provide tools and skills for social entrepreneurs. 2. To expand the circle of people who come to the Hub. 3. To position the PresenTense Group among non-profit organizations as a professional body in the area of social entrepreneurship. 4. To expand the pool of potential customers for the organization's various programs. Lectures – lectures for social entrepreneurs and activists from leaders in the area of entrepreneurship and professionals in the third sector. Number of participants: 20 to 50. Goals 1. To draw people to the organization. 2. To provide the community with creative ideas and role models. 3. To build a local network for PresenTense. 4. To draw a potential audience to PresenTense for other programs (such as the Summer Institute).

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Steering committee – Leaders from the community take an active part in writing the vision and programs in the Hub. Number of participants: 7. Goals 1. To involve the community in the Hub's activities. 2. To grow activities held at the Hub 'from the bottom up'. FutureTense – a discussion group where 3 leading professionals in a particular field are invited for an open dialogue with a larger audience. Goals 1. To draw people to the organization. 2. To allow entrepreneurs and social activists to learn from the successes of professionals. 3. To draw a potential audience to PresenTense for other programs (such as the Summer Institute). Reaching out – recruiting working space members, social entrepreneurs, and community members by advertising on Facebook, Twitter, postcards, and other marketing material. Goals 1. To increase the Hub's users. 2. To make the Hub well-known. Metrics 1. Number of people who come to the shared working space. 2. Number of people who come to lectures at the Hub. 3. Number of people who come to courses and advanced studies in the Hub. 4. Number of partners with the Hub. 5. Number of different activities held at the Hub. 6. Number of courses and advanced studies the Hub holds. 7. Number of forums the Hub holds. 8. Number of activities around the programs that take place in the Hub. 9. Number of work hours in the office (it is necessary to prepare software to measure this). 10. Number of consultation hours given at the Hub. 11. Satisfaction of Hub users (working space members, course participants). 12. Number of enterprises that came out of the Hub. 13. Number of places that duplicated the Hub's model. 14. Number and nature of local and global connections created thanks to the Hub.

 Summary of work plan The Hub will be used as an empowering home for community members, entrepreneurs and social activists, and for creative people. It will provide them with the opportunity to actualize their social vision, to expand their social network, and to receive professional training. The Hub will be used throughout the year as a platform that makes it possible to run PresenTense’s various programs. September – November 2009

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In the first stage, the Hub will invest in building a professional and community infrastructure. 1. Steering committee: The steering committee members will be recruited and take an active part in everything that goes on at the Hub. Some of them will be responsible for a particular area of activity. 2. Volunteers: The Hub will launch recruitment activities aimed at the community, including Institute graduates. The volunteers will participate in organizing and performing all of the Hub's activities. According to the infrastructure that will be built, we will be able determine the content and schedule of their participation during the year. 3. Partners: The mapping and recruitment of partners for the Hub will begin. Partners will come from young organizations (Hit'orerut, Ruach Chadasha, Merkaz Magshimim, etc.) and training organizations from a variety of areas (B4C, Gishot, etc.). After the recruitment of partners, diverse professional programs will be developed with the partners for the benefit of the Hub's target populations. 4. PresenTense programs: magazine: At the beginning of November, we will hold a panel on the subject of philanthropy for the magazine’s launch. 5. Institute: Planning the annual institute (as mentioned, a work program will be written separately). 6. Activities for the holidays: Drinking a toast for the New Year with community members, partners, former fellows, and members of the shared working space. 7. Advanced studies: A managers' forum will be held, a course in transmedia and 3 courses on diverse subjects will be given. 8. Members of the shared workspace will hold a learning session. Also, a campaign for recruiting more members for the shared space will be planned. A tri-monthly schedule for December, January, and February will be planned in October. December 2009 In the second stage, after the infrastructure has been built, the ongoing activity of the Hub will begin, with the participation of volunteers, fellows and graduates of the Summer Institute, the community, and the members of the shared work space. 1. PresenTense programs: Institute: the Hub will open the annual Institute for social entrepreneurs. The Summer Institute fellows and graduates will participate in the Hub's ongoing activities and in the steering committee. 2. Volunteers: building a potential volunteers pool. 3. Activities for the holidays: communal lighting of Chanukah candles. 4. Advanced studies: training, a transmedia course, and a forum for association directors will take place. 5. Members of shared worked space: a campaign for recruiting new members. A tri-monthly schedule for March, April, and May will be planned in December. January 2010 1. Members of the shared working space: will hold a learning session. 2. Training: Forum for association managers and a transmedia course will be held.

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3. Volunteers: volunteer placement will be done according to needs; volunteer compensation program will be constructed. 4. Partnerships: developing programs with the organizations based on the solutions basket. 5. PresenTense programs: magazine: viral party for launching the magazine on digital topics. February 2010 1. PresenTense programs: Hubs: the Hub will construct a work model for more Hubs in Israel and abroad. 2. Training: two days of advanced studies, a transmedia course, and an association directors' forum will be held. 3. Activity for the holidays: Seder Tu Bishvat. March 2010 1. Shared workspace members will have a learning meeting. 2. Training: training for association managers and a transmedia course will be held. 3. Volunteers: a unique program for volunteers will take place. 4. A tri-monthly schedule for June, July, and August will be planned in March. April 2010 1. PresenTense programs: magazine: magazine launch party. 2. Training: transmedia course. May 2010 1. Shared workspace members will have a learning meeting. 2. Volunteers: a unique program for volunteers. 3. Training: association director forum and a transmedia course will take place. 4. PresenTense programs: planning summer membership and an event for the ending of the annual Institute will take place. 5. Activity for the holidays: an event for Yom HaZikaron. June 2010 1. Training: two days of advanced studies and a transmedia course will be held. An annual schedule for September-November will be planned in June. July 2010 2. Training: a unique program for volunteers. 3. Training: association director's forum will be held. 4. Shared workspace members will have a learning session. August 2010 1. PresenTense programs: magazine: magazine launch party.  Resources

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An intern who will help marketing and advertising events at the Hub, on Internet sites and social networks (including Janglo and 'neighborhood' groups) for 6 to 8 hours a week. An intern who will help in logistic preparation for events: registration, organization, buying food and equipment for events and so forth, for 4 hours a week.

Required resources for the year (September 2009 – August 2010) Budget in Brief Revenue: 135,015 NIS (not including revenue from PTG to PTL) Expenses (detailed in Budget): Wages: 161,200 NIS Site costs (rent, real-estate tax, electricity and so on): 110,640 NIS Maintenance: 55,260 NIS Programs: 34,860 NIS Total expenses: 361,960 NIS. It is important to mention that this sum does not include the balancing out of the wages and therefore the real expenses are 200,760 NIS.  Risk Details Not enough participants come to community events and advanced studies Solution - Evaluate means of advertising - Examine the needs of the Hub's target population

Problem Shortage of participants in all activities

Shortage of volunteers

Not enough volunteers in all areas (in content and technical matters)

Not enough space

Shortage in working space members

Too many people come to certain activities, more space for entrepreneurs is required Not enough members working in the open space

- Evaluate means of advertising - Make a volunteer recruitment campaign - Change volunteer role definition - Move to a bigger space - Examine target population - Evaluate means of advertising - Make a campaign to recruit entrepreneurs and members

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- Examine the needs of the target population Competition Business and social organizations offer similar services - Develop unique services - Unique branding

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Jerusalem Fellowship
Equipping the next generation of social entrepreneurs with the tools to launch social ventures Proposed by: Brachie Sprung, Jerusalem Fellowship Coordinator  Project Summary: The PresenTense Fellowship is the flagship program of the PT Group, giving individuals with pioneering ideas an exclusive opportunity to change the world. Fellows are trained in the practical skills of social start-up development and are helped by PresenTense and the PresenTense Network to launch their ventures into the world. The Fellowship builds the Jewish Community’s next generation of pioneers by equipping entrepreneurs with the tools and networks they need to launch ventures.  The Summer Fellowship program is in an intensive six-week bootcamp Jerusalem, Israel for 16 social entrepreneurs who are chosen from over 100 applicants.  The year-long Jerusalem Fellowship aims to identify and train eight fellows with Jerusalem-based ventures and provide them with six months of training that will ultimately help them launch their ventures.  Fellow Follow Up, includes; The Yazam Fund and Mentorship. Our goal is to provide fellows with support post-Institute, help them further their ventures and grow their community, as well as further knowledge development in target fields.  Project Goals and Objectives: Goals: o To foster innovation within the Jewish community by providing a platform for young Jewish adults to make a difference o To empower young Jews with the tools and resources to launch their ventures and to ensure they have the support they need to be successful o To build a supportive community fostering innovators and Jewish leaders into which fellows can launch their ventures, and where fellows can go on to be writers, mentors, teachers, SC members etc. within the community Objectives:  To recruit promising candidates -- 16 for the summer and eight for the year-long Jerusalem Fellowship – through a comprehensive campaign which includes outreach to Jewish student organizations, Israel and Jerusalem-based organizations, Federations, and targeted recruiting within the PT community  To provide Fellows with the necessary practical tools and guidance in order to successfully launch their ventures. This includes pairing fellows with at least one mentor, bringing in at least eight teachers who have the relevant experience of launching startups, inviting VIPs and introducing them to fellows through meetings, breakfasts, and walkthroughs over the course of the summer, and taking fellows to meet successful and inspiring ventures.

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To facilitate ongoing growth and networking by providing alumni with a stipend to hold monthly events that will further their ventures and ultimately grow the PT network (Yazam Fund)

 Context: The Jerusalem PresenTense Fellowship is the flagship program of the PT Group. It furthers PT’s mission by providing a platform and tools for Jewish social entrepreneurs from around the world to launch their ventures into a supportive community, thereby helping create the next generation of chalotzim (pioneers).  Assumptions: 1. That there is continued demand for ventures that focus on innovation in the Digital Age and Creative Zionism (proven thus far through the sponsored chairs and the ventures themselves) 2. That there are Jewish individuals who have the ideas for ventures that can make a difference and impact the Jewish world, but who don’t have tools and/or knowledge to launch them on their own. 3. That there are organizations that have the need and budget for new and innovative projects but don’t have the time or HR resources to initiate such projects 4. That PT can provide tools and resources valuable to innovators 5. That PT can sustain the infrastructure necessary for a successful and functional Fellowship, including an effective curriculum, adequate living conditions and a successful Launch Night. 6. That by helping fellows launch their ventures and providing them with the Yazam Fund they will become an active part of the PT community and will further PT’s mission globally 7. That the Madoff scandal has been an eye-opener for individuals and Jewish organizations regarding the importance of self-sustainable grassroots organizations Metrics: o Recruiting Stats: How many individuals applied? How many applied because they heard of us from the PT community, Jewish organizations, and social media? o Fellow Stats: How diversified are the fellows? How diversified are the projects? How many projects were launched? What types of connections were made between the fellows as a result of PT activities? o Chair Stats: How many fellows were sponsored? Were the Chairs happy with the quality of the ventures? What relationships developed between Chairs and ventures, during and post-Fellowship? Were all Chairs filled? o Curriculum Stats: How many classes were taught? How many fellows felt that the classes given were beneficial? How many fellows attended the classes? How many classes were taught by the PT community?

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o Final Event Stats: How many people attended the Final Event (Launch Night)? How many fellows received social capital? How many fellows made valuable connections? o Yazam Fund Stats: How many PT alumni applied to use the Fund? How many requests were approved? How many people attended the event?  Elements of the Project: The PresenTense Jerusalem Fellowship will have interdependent modules which will, in working together, generate a context for entrepreneurial success.
Element Steering Committee Description Recruit people to steer and advise the Fellowship activities Goals Create a strong, invested, and supportive SC Objective To create an infrastructure that will support the growth of the PT Jerusalem Fellowship and the PT community To provide fellows with an ongoing platform that will enable them to practice and refine their pitch in a supportive yet constructive environment To provide social entrepreneurs with the necessary tools and knowledge so they could successfully launch their ventures

Cluster Hotseat

Training Seminars

Biweekly meetings run along Harvard Business School’s Hotseat methodology, workshopping organizational challenges and creating a community of support Twice a week, in-person training seminars providing theory and application opportunities, and covering the topics of: social entrepreneurship, internal organizational tools, external development, and public tools. (Some of the courses will be taught during orientation; therefore we have more than 14 courses).

Develop a knowledge base through regular conversation around challenges facing social entrepreneurs. Create a culture of knowledge-sharing among young entrepreneurs in the Jerusalem fellowship 1. Introduction to Social Entrepreneurship 2. Introduction to Transmedia 3. Honing Your Mission 4. Business Models and Strategy 5. Project Time Management 6. Volunteer Acquirement and Retention 7. Guerilla Web 1 8. Board Development 9. Business plan development 10. Budgeting 11. Fundraising 12. Guerilla Web 2 13. Presentations 14. Public Speaking 15. Guerilla Web 3 16. Transmedia campaigns Provide advice and support for young adults at the beginning of their journey Generate networking opportunities for young entrepreneurs

Mentorship

Pairing individual entrepreneurs with successful individuals in that entrepreneur’s field of interest (ongoing)

Involve successful entrepreneurs in securing the success of young ventures

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Day Trips

Lunch N’ Learn

Field trips to successful ventures in Israel to meet founders who built their organizations from the bottom up, and learn key skills from these masters of implementation (Twice over the summer) Practical tools taught over lunch by PT alumni staff or community (Once a week)

Transfer practical skills from successful entrepreneurs to startup leaders Create connections between young entrepreneurs and successful ventures in the field

Invest successful founders in the next generation of the Jewish community Provide heroes for young entrepreneurs to emulate

      

VIP Breakfast

Intimate breakfast meetings with industry leaders, Jewish Thinkers, and VIPs

Launch Night

Assessment

Final event for the program wherein fellows present their new ventures to the greater PT community and existing organizations showcase their operations to the world (Early May for year-long and late July for Summer Fellowship) Assessment for the Institute wherein we also suggest ways we can improve it

Excelling at Excel How not to get killed by the bullets in PowerPoint PR 101- How to write a Press Release Branding 1 (Intro) Branding 2 (Advanced) Managing volunteers Introduce fellows to industry leaders in a personal and nonintimidating way Give fellows the opportunity to ask questions and spark a discussion around a topic that is important to them Expose the innovative programs developing in the Jerusalem Institute to the greater community

Supplement fellows’ knowledge with practical tools Invest PT community’s knowledge and skills in Fellowship success

Showcase PT’s fellows to successful individuals

Generate buzz on the topic of social entrepreneurship Provide opportunities for community members to support and get involved in new projects and initiatives

 

Correct the curriculum and other aspects of the Institute Learn from our mistakes so we can improve for the following year Fellows can inspire their communities to become further involved To provide fellows with support post-Institute, and further knowledge development in target fields

Fellows feel that their voice is heard Improve our curriculum

Fellow Follow-up

Continue the Fellows’ involvement with PT postInstitute through: Mentorship opportunities, Yazam Fund events, Online community, Office Hours, Use of Hub

Fellows help further PT activities and can help recruit future fellows

 Summary of Work Plan: This workplan reflects only the workplan for the summer fellowship; the year-long workplan is built on the basis of the Boston Fellowship plan, and will be submitted in November together with that of the Jerusalem Hub. First Stage: Laying the groundwork for recruiting and admissions (September-January)  Steering Committee

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o SC will assist Coordinator with all aspects of Institute and ensure that the community takes an integral part in Institute activities o Identify members for Steering Committee (from PTI Alumni, Community members etc.), begin meetings on a monthly basis  Recruiting o Develop a comprehensive recruiting plan using all the connections and knowledge that PT has acquired over the years  Admission o Develop an admissions process that allows us to see which candidate has the most potential to succeed. o A three-stage admissions process will  Test the candidate’s ability to describe their project through an online application.  Require the candidate to pitch their project through creating a short YouTube movie, short article, or a PowerPoint presentation.  Ask the candidate to speak to a SC member and explain why they think they should attend PTI10. o Steering Committee: will assist with choosing 16 promising candidates Second Stage: This stage will focus on development of the Curriculum and planning for the Summer Fellowship (February –April) Since the Summer Institute is built on a fellowship model similar to the way startups work, which allows fellows to focus on developing their projects and not worry about food and housing, PT provides all fellows with the option of housing and meals over the summer. o Curriculum  The curriculum will be refined and Skillbuilders and Mentors recruited (with direction and assistance from the Institute SC), in order to ensure that the fellows receive the best training possible. o Logistics  Determine location for Institute  Find appropriate housing for fellows (fully furnished)  Find vendors who can supply food during the summer months for a reasonable price Third Stage: This stage will focus on implementation of the curriculum and final event (May-August) o Curriculum  Book Skillbuilders for Summer Fellowship (about 10 sessions)  Match fellows with two Mentors  Develop comprehensive handbook for fellows  Invite and book community members and PTI Alumni to teach practical Lunch ‘N Learn sessions (six sessions)  Plan two field trips to successful Israeli start-ups and inspiring social organizations  Identify key figures for intimate breakfasts with fellows (6 meetings) o Final Event: Launch Night is a gala event of creativity and innovation PresenTense Year in Preview 5770 (2009/2010) 32

Determine venue for event Work with communications and development to produce invites for community and VIPs  Book photographer, sound, and all other tech needs  Prepare fellows and staff for event  Launch Night is also a great opportunity for PresenTense to showcase the Magazine, Hub, and PT Group. Fourth Stage: Ongoing support for PTI Alumni (Year Round) o Alumni Activities  Yazam Fund Events: Fellows can hold small events and inspire their communities to become further involved  Mentorship Opportunities: To provide fellows with support postInstitute, and further knowledge development in target fields o Consulting Hours o Use of Hub  Suggested Personnel 1. Interns: In order to run a successful Summer Institute, we will need to recruit top interns from around the world. The internship program should begin mid-June and end mid-August. We will need about 10 interns for the following positions:  1 Event Planning Intern- For Launch Night, Shabbatonim and Day Trips  2 Design Interns- for Mini-issue, Invites, Fellow logos, flyers, website  2 Tech Interns- For the Communications Dept.  1 Documentary Intern- Who will flip and video tape the summer  1 Assessment Intern- Who will assist with gathering data for assessment  1 PR Intern- Who will assist with PR efforts and will blog on the website Interns will have a day of orientation on June 1 and will have regular check in and “bugtracking” once a week. 2. Logistic Assistant: A part-time logistical assistant who will help with the logistical side of the summer. The assistant will work on average 20 hours a week and will assist with Shabbatonim, day trips, food, apartment upkeep, phone calls, Launch Night and more. o Resource Requirements Internal:  Co-Directors and Education Director- Will act as coaches and mentors over the summer and will assist with recruitment during their monthly visits to the U.S.  Communications- Will assist with marketing development for the summer Institute, and will also have regular meetings with fellows over the summer  Jerusalem Hub - For the Summer Fellowship, the Hub will assist with building a marketing campaign aimed at Israelis for the Summer Institute. The Jerusalem Director will also have regular meetings with fellows over the summer. For the Jerusalem Fellowship, the Hub will assist with admissions,

 

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development, and implementation of curriculum and overall running of the program. Budget:  Budget has been included in PTL general budget.

o Risks  Finding an appropriate place for the Summer Institute  Recruiting a diverse group of Israeli fellows  Coaching hours- finding the appropriate people to have regular weekly meetings with fellows  Launch Night- Keeping the cost down, but at the same time having a professional and serious feeling to the evening  Filling chairs – finding organizations or foundations interested in launching new initiatives in the current economic climate, and investing in our outsourced research and development.

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Boston Fellowship
Inspiring Jewish Entrepreneurship and a Culture of Engagement Proposed by: Ariel Beery, Co-Director  Project summary: In order to secure the success of the Greater Boston Jewish community for the next ten years, the CJP has set as its top priority to connect the next generation and their families to a vibrant Jewish life. Bearing experience in the field of engagement and empowerment of young Jews around the world, the PresenTense Group has been tapped as a possible partner for the CJP. This partnership would develop frameworks for young Jews 22-40 to find their place in the community and to create new spaces for the next generation of Jewish leaders and professionals to realize themselves within the Jewish People—and thereby harness new energy to achieve community objectives. Specifically, a joint venture would leverage PresenTense’s experience in building community through programs for social entrepreneurs—defined by PresenTense as projects seeking to solve social problems with sustainable Jewish solutions—and training Jewish professionals in the tools and ideas they need to build organizations which will thrive in the digital age, and generating grassroots networks for collective action and production. The goal is to make Greater Boston a hub for creative, dynamic Jewish life— supporting an entrepreneurial community that provides opportunities for meaningful action and creative fulfillment, and hosting institutions that retain the best communal servants, ensuring they are well suited for enriching the community through their work. To provide these desired aides, PresenTense proposes to adapt its tested models to the needs of the Boston community, creating a pilot course spanning the months of January to June 2009, which, if successful, will open the way to a long-term partnership to create a permanent fountain for entrepreneurial energy in Boston’s Jewish community. The program will engage the community through three target populations: young innovators; the greater community inspired by innovation and entrepreneurship; and professionals within the community. The program has three main elements:  The first element of the proposed program would identify social entrepreneurs and provide them a fellowship where they will be trained and their ventures enabled through a multimodal approach weaving together online forums and resources, monthly phone workshops and in-person skill-building seminars and site-visits leading to a culminating festival of young Jewish creativity in Boston where the community will be invited to get involved in its future  The second element of the program would engage the broader community through a speakers and workshop series that draws out the best Boston has to offer in terms of entrepreneurship and innovation  The final element of the program will work with lay leaders and community professionals to provide them the tools and ideas they need to successfully develop strategies in tune with the demands of the digital age and interests of 20s and 30s, so that they may provide meaningful opportunities for engagement and enrichment of individuals and the broader community.  Goals:

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The overreaching aim of the proposed project is to equip social entrepreneurs and entrepreneurial professionals in Greater Boston with the tools, networks and ideas they need to build and sustain successful ventures that provide meaningful avenues for engagement and impact. In addition, the program intends on creating a community devoted to inspiring and supporting social entrepreneurship and innovation in Boston, and thereby affecting the greater community of Boston and the Jewish World. Objectives: The Boston Innovation and Engagement pilot will have interdependent modules which will, in working together, generate a context for entrepreneurial success in Boston. Description Objectives Module 1: Monthly conference calls run 1.1 Develop a knowledge base through regular Innovator along Harvard Business School’s conversation around challenges facing social Hotseat
 Hotseat methodology, workshopping organizational challenges and creating a community of support (once a month, digitally held ) Periodic in-person training seminars providing theory and application opportunities, and covering the topics of: social entrepreneurship, internal organizational tools, external development and public tools. (once every two months, Sundays)

entrepreneurs 1.2 Create a culture of knowledge-sharing among young entrepreneurs in Boston

Module 2: Training Seminars

Module 3: Mentorship

Pairing individual entrepreneurs with successful individuals in that entrepreneur’s field of interest (ongoing)

Module 4: Boardhopping Master Classes

Field trips to successful ventures in the Boston area to meet founders who built their organizations from the bottom up, and learn key skills from these masters of implementation (once a month, weekdays)

2. 1 Introduction to Social Entrepreneurship 2.1.1Introduction to Transmedia 2.1.2 Honing Your Mission 2.1.3 Business Models and Strategy 2.1.4 Project Time Management 2.1.4Volunteer Acquirement and Retention 2.1.5 Guerilla Web 1 2.2 Internal Tools 2.2.1 Board Development 2.2.2 Business plan development 2.2.3 Budgeting 2.2.4 Fundraising 2.2.5 Guerilla Web 2 2.3 External Tools 2.3.1 Presentations 2.3.2 Public Speaking 2.3.3 Guerilla Web 3 2.3.4 Transmedia campaigns 3.1 Provide advice and support for young adults at the beginning of their journey 3.2 Generate networking opportunities for young entrepreneurs 3.3 Involve successful entrepreneurs in securing the success of young ventures in the Boston area 3.4 Engage successful entrepreneurs more intimately with the efforts of the CJP to enrich the community 4.1 Transfer practical skills from successful entrepreneurs to start-up leaders 4.2 Create connections between young entrepreneurs and successful ventures in the field 4.3 Invest successful founders in the generation of Jewish community 4.4 Provide heroes for young entrepreneurs to emulate

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Module 5: Boston’s Festival of Jewish Creativity

Final event for the program wherein Fellows in the program present their new ventures to the greater community and existing organizations showcase their operations to the world (early June)

Module 6 Coaching and Deliverables

Connecting individual fellows to Steering Committee members trained to coach, so that they may work together on assignments that move an individual towards a business plan

5.1 Expose the innovative programs developing in Boston to the greater community 5.2 Generate buzz on the topic of social entrepreneurship in the Boston community 5.3 Provide opportunities for community members to support and get involved in new projects and initiatives 5.4 Provide positive feelings about the vitality of the Boston Jewish community to its members 6.1 Build up a set of documents towards a business plan 6.2 Provide person-to-person connection 6.3 Foster cooperation and collaboration

Metrics The success of the pilot program will be measured along the following metrics in order to evaluate success:  Number of applications submitted for the fellowship, and the percentage of the number accepted  Comparison of pre- and post-program self-scores for entrepreneur’s readiness  Participant’s level of satisfaction with the course, and attitude towards the CJP  Number of ventures launched at the end of the program, compared to projects entering the program  Percentage of fellows admitted to the program who come from under engaged sectors of the Jewish Community  Number of fellows completing the fellowship:  Number of ventures attaining viability and attracting capital in the months following program launch  Prestige of faculty  Increased involvement by participants in Jewish organizational life, including alumni donations These statistics will be gathered periodically during the course of the program, building in assessment as a primary component of the program itself. Program elements will be refitted according to data gathered during the assessment period to ensure the curriculum will account for the unique needs and offerings of the community.  Long-Term Vision: For the Jewish community to become a beacon to those searching for meaningful, engaging lives, new spaces and institutions will have to evolve to further the search for engaging employ and value-driven activity in the digital age. PresenTense has three years of experience with a model in Jerusalem for a center for Jewish pioneering that it seeks to replicate in cities across the world. The primary motivation for creating centers for pioneering stems from the understanding that the information age is marked by two factors that challenge the current model of communal infrastructure: a large creative class of individuals who work in smaller and faster-moving economic units, and a highlymobile population that travels internationally on a regular basis.

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In order to tap this emerging class, and direct their attention to the vital services provided by communal institutions led by the Federation system which feed the hungry and provide social services to those in need, PresenTense seeks to create a global network with urban hubs where this creative class will find value in affiliation, and be motivated to provide value in return. Each node on this network will include three modules: 1. Community Space: holding community events and educational programs geared towards the creative class, the hub aspires through its community space to become a fixture in the lives of the entrepreneurial. 2. Creative Space: enabling on-demand work for start-ups and travelers alike, the hub will bring together entrepreneurs from across the disciplines and the forand non-profit divide in a collaborative environment that seeds, sparks and incubates new ideas. 3. Residential Space: to trap the flow of the creative class between urban centers, each hub will include housing that can be accessed much like the British or University Club system. Members who pay dues will be given reduced rates of short-term residency, providing incentives to stay at the hub as opposed to area hotels, and thereby enabling community members who bring guests—and the community members themselves when they travel, or members who live in other communities—to participate in the daily life of Boston’s thriving Jewish creative scene: working out of the creative space and participating in wideaccess events in the community space below. Boston’s unique blend of vision and resources will enable it to be a pioneering community in this field, establishing the first of these hubs in the United States. A Boston PresenTense Hub will not only provide the fitting space to meet the demands of this new demographic, it will also serve as the best location for educational programming and community engagement for those aspiring to be, or inspired by, this growing entrepreneurial class. Whereas this long-term vision may seem far off, the steps being piloted in Jerusalem show that a gradual, benchmarked approach can ensure wise investment based upon proven market need. This approach would follow these stages: 1. Establishment of social entrepreneurship and professional development curriculum: development of grassroots base, and testing of market need 2. Establishment of Center for Jewish Creativity: first only a co-working space, this economically-sustainable space will enable start-ups from across the spectrum to find space, and host the curriculum as it develops. Desks will be for rent, along the tested co-working model which has found success internationally in non-Jewish settings. 3. Establishment of Residencies: to test the need for capture of the mobile creative class, residencies are added to the Creative Space. 4. Establishment of full-hub, including all three elements. In partnering with PresenTense, the Boston community will benefit from intellectual property developed over years of practical experience leaving behind a track record of successful creative community development.  Summary of Work Plan:

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The success of this pilot program will depend on building native leadership through a steering committee, and enabling the different modules to run parallel and build upon one another, such that the conference calls build upon skill-building seminars, and the boardmeetings and mentorship feed into building buzz for the final event, bolstered by grassroots interest generated through the Skill-Building Series. As such, the bulk of the work on the pilot program will occur in the months of August to December, with the recruiting of Fellows, the determination of mentors, the identification of experts and teachers, and the development of a membership model that would enable a more regular audience of young leadership participants. In order to launch with full steam, the program will begin in January with a full-day orientation and introduction to transmedia ventures and social entrepreneurship, taught by seasoned PresenTense staff. Following orientation, January will include the start of the monthly call, which will be conducted remotely, moderated by PresenTense staff. Alongside this a moderator in Boston will be trained in case fellows prefer to conduct the monthly hotseats in person, as opposed to on the phone. In order to enable greatest efficiency—minimum staff overlap and maximum focused time expenditure—after-work lecture events will predominate other than the three training day long seminars; Boardhopping will be set after hours on alternate weeks to create a regularity of curriculum, and workshop calls for fellows will be held on weeks without other programming so as to ensure greater potential involvement. To end the program at a crescendo, early June will feature a Festival of Jewish Creativity hosted by the CJP in which fellows will present their ventures to the greater community, and members of CLI will be featured projects in a science-fair like atmosphere celebrating the creativity of the Bostonian community. The Festival will bring together the skills, networks and ideas amassed over the summer to exhibit the newfound strengths of the fellows—and to engage the broader community in the program and the vision of Boston as a capital for Jewish social entrepreneurship. For more, please see the project monthly-activity chart below.  Proposed Integrated Schedule Activity January February
Innovator HotSeat: Training Seminars: Virtual workshops of 6 fellows Orientation and Introduction to Transmedia Skill: Vision and Value Proposition workshops of 6 fellows

March
Virtual workshops of 6 fellows Guerilla Web

April
Virtual workshops of 6 fellows

May
Virtual workshops of 6 fellows Pitching and Packaging

June
Virtual workshops of 6 fellows

Boardhopping Master’s Classes

Skill: Enviro. Scanning and Strategic Analysis

Skill: Business Modeling

Skill: Project Mgmt

Skill: Pitching and branding

Mentorship (Ongoing)

Set-up mentorship

Mentor Dinner

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Final Event

Final Launch Night for Boston Community)

 Personnel PresenTense can provide planning and support, as well as education personnel for the quarterly seminars and moderators for the workshops – but it cannot run the daily administration of the program within the CJP. As such, PresenTense seeks true partnership with the CJP, whereby a CJP staff-member will be dedicated to the success of the project, and the CJP’s support of the program over time will grow such that: 1. For the Spring 2009 pilot, CJP will provide one staff person as a point of contact for the program. This person’s weekly commitment will waiver from 6 hours/week until 12 hrs/week at most. 2. After a mid-pilot assessment in April, and depending on program success and desire by CJP to continue and regularize the program, PresenTense will hire a full-time coordinator to ensure program growth and sustainability in Boston. 3. Following decision to launch a year-long program for the Fall of 2009, made in April following mid-pilot assessment, PresenTense requests CJP send its staff member for a three-week training session in Jerusalem at the PresenTense Institute. There, that staff member will learn in practice from the on-the-ground experience of PresenTense, and form a community of practice with other Federation professionals working to bring the PresenTense methodologies and program components to their host community. 4. Given program success for the full-year pilot of 2009-10, PresenTense will request the CJP provide the program with a full-time CJP staff coordinator to provide on-going venture development to Boston fellows year-round.  Resource Requirements In order to develop an autonomous program in Boston that will sustain itself over time, the initial set-up is labor intensive in its hands-on requirements from moderators and trainers from PresenTense. In addition, this proposal assumes the CJP has the physical assets—meeting rooms, lecture halls—to streamline the budget for such a program. As such, the budget below for the pilot run represents personnel expenses, taken at cost with the intention of developing a strong partnership between the CJP and PresenTense, enabling the ultimate establishment of a pioneering hub in the Boston Community. As such, hours invested remotely by program staff are cost at $100/hr, and hours invested in person are cost at $150/hr. Each module is independently priced, and can be run independently for the benefit of the community. Additional costs are related to travel, printing, purchase of educational materials and general administration and oversight. For a breakdown of cost and structure, please see below. The following is a projection of costs, both PresenTense costs and expenses to be directly out of the CJP. It is presented only for budgeting purposes.

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Module Set-Up and Program Preparation

Description Research and Network Development Meetings and recruitment Meetings and recruitment Oversee Admissions process Online workshops Workshop Preparation Three full-days of seminars Seminar preparation Travel and Lodging

Unit Hours Int'l Travel and Lodging Domestic Travel and Lodging Hours Hours Hours Hours Hours Flights and accomodation for staff hours Hours hours hours Program Expense

Quantity 98 1 2 37 15 3.75 48 12 6

Cost per Unit 150 1600 600 100 100 100 150 100 1600

Item Cost

Module Total $14,700 $21,200 $1,600 $1,200 $3,700 $1,500 $375 $7,200 $1,200 $9,600 $1,875 $18,000

Innovator Hotseat Training Seminars

Boardhopping

Mentorship

Facilitation Coordination Faculty preparation Coordination Mentorship Dinner

5 14 7 31 1 22 9 5

0 100 100 100 600 100 100 200

$0 $1,400 $700 $3,100 $600 $2,200 $900 $1,000

$2,100

$3,100

Social

Shabbatonim hours Feed and Feedback Hours Food for Shabbatonim Program expense and Feed and Feedback Hours

$4,100

Launch Night (Festival) Coordination

4 6 151

100 150 100

$400 $900 $15,100

$1,300

Marketing

Production Hours Social Media and Hours Community connection Mini-Mag Production Hours of paid staff Print Materials hours hours 15% of Total Hours

$21,100

42 300 21 38 42.1125 15% of Total

100 6 100 100 100

$4,200 $1,800 $2,100 $3,800 $4,211 $12,523 $96,009

Mini-Mag Print Data Collection Analysis Steering Committee (Misc project Coordination coordination) General Management Involvement of PTGroup Leadership Total Cost of Project Assessment

$5,900

In order for PresenTense to grow to scale to ensure the CJP receives the best possible service, the CJP is requested to pay in quarterly increments, in the first week of every quarter for the quarter to come. If additional costs – or reductions – occur during the period of engagement, the budget will be adjusted from the coming quarter.  Potential Problems: Potential problems include the availability of CJP staff to coordinate the project, and the travel costs of bringing in PresenTense staff to conduct trainings—trips in which have been reduced in order to fit budgetary demands. This will increase the pressure on local staff, leading to increased need to prepare and train local staff for moderation. Ideally, seminars will include only one PT professional from Jerusalem, and one Boston based individual trained to take over the position in the years to come. In addition, this should increase training on the ground in Boston prior to launch. PresenTense Year in Preview 5770 (2009/2010) 41

General Management
Developing human resources, the work team and work skills of the PT Logistic Services employees serving the PresenTense Group Proposed by: Hila Lipnick, Associate Director, PTLogistical Services  Project Summary: PTLogistical Services’s management division has at the top of its priorities the development of young and enterprising leadership. As service providers and as citizens of the world, it is incumbent upon us to develop the younger generations in the Jewish world and enable them to lead us to a world imbued with the values of social justice, concern for the Other, respect, and continuity. In order to create and be a significant part of such a society, the senior management is committed to develop and promote the working abilities of its staff, perform employee evaluations, and build the best working team according to these evaluations. By developing its team, PTL is aimed at creating an ideal working place, on both the physical and the material levels, for Jewish entrepreneurs all over the world who diligently work at developing ideas to lead the Jewish people. In order to develop this team, the management will convene a number of professional development opportunities where staff will receive additional training, work plans will be presented by the department heads to increase autonomy and ownership, possibilities for developing the team will be discussed, and much effort will be made to make the team and its work more efficient. This work is an iterative process, since PTL is committed to repeatedly examine new ways team members could use to evaluate their work and environment. It is clear to all that success in meeting PTL’s goals in terms of staff development will be measured according to how management provides support for its staff, and the staff’s ability to lead the Jewish people through these transformative times.  Project Goals and Objectives: Goals: o Build a work team that will be a model for organizational teams all over the world. o Strengthen the team and make them feel inspired and proud to belong to this organization. o Create, with the help of the team, an organization that will be a model and an inspiration for other organizations in Israel and the world. o Enable a supportive work environment that will inspire creativity for organization workers and members.

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o Become more efficient and examine ourselves as much as is needed and possible. o Note: it is clear to all that the work methods proposed in this plan are a means and not an end. With no specific context, employee development is meaningless. Objectives: o Holding quarterly staff meetings where work plans (systemic plans, content plans, and budget plans) will be presented. o Various forms of team training (such as: bringing in outside experts, lectures by team members, recreation day) of various durations (monthly, one-time only). o Team-building workshops during the year whose purpose is to reinforce team spirit and improve work methods. o Development of the organization's management: holding quarterly meetings for all managers in the organization in order to discuss and report progress and also to deal with dilemmas team members face as direct superiors. o Employee evaluation (by superiors and by the entire team). o Finding mentors who can contribute to individuals on the team according to their specific needs and requirements. o Making a presentation that will be used as a general model and designed first and foremost for team members, clarifying the values to which we aspire regarding the employees and the way they work.  Context: Since the purpose of the organization is to create and support Jewish entrepreneurs destined to lead the Jewish people, PT is committed to see first and foremost that the people it employs meet these expectations and can build the basis for the progress of the Jewish people accordingly. There is no doubt that the success of the organization as a whole in achieving the larger mission is directly dependant on the way the leading team performs and succeeds. For this reason, we aim to develop and reinforce this team so it can fulfill the tasks it is facing. We are aware that different people involved in the Jewish or Israeli society around us can see themselves contributing in different ways: as leaders or as followers, but we must develop a leading team that will make it possible for both to exist and be involved.  Assumptions We rely on several working assumptions in order to examine our work's efficiency and that of the team we are working with. Without the existence of these working assumptions, it would be difficult to examine the goals we are trying to meet and measure the success or failure of the courses of action we chose:

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o The PT Logistic Services team is made up of ambitious members. o The team is interested in improving work methods and developing new ones. o The employees, as individuals and as a team, are loyal to the organization and consider its goals extremely important. o The employees are interested in developing themselves individually so as to become better workers and better people.  Elements of the project In addition to the specific elements listed below, there is a general goal of building team spirit which we support and would like to encourage. A number of researchers propose that a team that cooperates and enjoys working together is more effective and successful, and we too believe that a highly motivated team with strong social connections can be stronger than a collection of individuals.
Element Training Description The role of training is to offer various tools that will enable team members to maximize their work ability and expose them to various skills and work methods. For this purpose we will hold several training sessions, some of which are based on outside experts and some on internal forces. Goals - Expand the team's knowledge base - Provide new tools for work - Develop new work methods and skills - Build team spirit - Increase the personal and collective confidence of team members in their work - Expand the knowledge shared by the team. - Maximize each employee's personal abilities Objectives 1. Monthly team training sessions – finding topics to learn and bringing an outside expert who can enrich the team in that area. 2. Monthly shared team learning session – once a month, one of the team members will teach the others a topic he or she is interested in and would like to share with the rest of the team in order to enrich them. 3. Development workshops for the entire team. These workshops will be given by outside experts who will focus on different tools that can make the team work more efficiently and expand individual and collective ways of action. 4. Finding mentors who can coach individuals on the team according to their specific needs and requirement. Metrics 1. Team training: 5 to 9 study sessions a year. 2. Team learning: 5 to 9 internal study sessions a year. 3. Two workshops a year for developing the collective team. 4. Finding mentors according to needs.

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Evaluation:

The role of evaluation is to develop personal awareness of each employee's professional level and of the way they are seen by their peers; suggest ways to improve; acknowledge individual successes and strengths.

1. Quarterly meetings of  Develop each employee's personal all managers for discussing and awareness of their reporting the other team abilities. members' progress and  Show each to deal with the employee dilemmas they face as personally what his direct superiors. These or her status is. meetings enable constant professional  Give positive and evaluation of the negative employees by their reinforcement. direct superiors. This  Make an will encourage evaluation at a understanding of the specific point which employees’ important can be compared to roles and of any the abilities of the problems specific employee in the past employees are facing. and to that of the Promotion or demotion other team can also be made based members. on these meetings. Moreover, since  An ability of management ability is hierarchic an acquired tool that perception and one can improve over performing work time, these meetings according to the will enable the appropriate level in superiors' enrichment the hierarchy. and will provide them with management skills through dialogue with peers and learning from each other. 2. Every team member will be evaluated once a year by their superior. 3. Every team member will be evaluated once a year by the rest of the team, by their supervisees and by those not under them. This method, known as the 360 degrees evaluation, makes it possible for the employees to see themselves as they are seen by reportees, peers and superiors. 4. Making a presentation to the team members clarifying for them the

Quarterly meetings of the management team: 4 times a year. Evaluation of the employees by their superiors: once a year for each employee. 360-degrees evaluation: once a year for each employee. Presentation: once a year (it is possible to use this presentation with members of the management or with any other authority). Team recreation day: once a year.

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values to which we aspire for our workers and the way they work. Note: this presentation is not a direct evaluation, but through clear and simple description, employees can see how they participate in the organization, its values and goals.

Summary of Work Plan

The goal of the PT Logistic Services senior management is to develop worldwide young and enterprising leadership and make it possible to work in the best possible way by reinforcing a team that supports these leaders. The above work proposal describes different means we will use to support, develop, and evaluate the employee team. These means are used for reinforcing the team so that it will lead to the supreme goal of developing and nurturing Jewish entrepreneurs all over the world. Since this work is committed and oriented to the long term, it is clear that this is annual and iterative work: it never ends, and it improves all the time. For this reason, meetings and schedules were set for the entire coming work year (September 1st 2009 to August 31st 2010) whose purpose is to map the goals mentioned above and indicate the dates of the meetings. (Note: detailed schedule exists in a separate document). Because of the nature of the work, it is clear that some topics will be examined and checked to see whether they really contribute to the improvement and success of the team or if they consume a lot of resources without much output. Moreover, employee reactions to the various meetings and activities and their level of satisfaction from them will be gauged and the meetings and the nature of activities for 2010-2011 will be decided accordingly.  Suggested personnel All team members take part in the processes mentioned above. The processes will be examined by all participants and especially by the senior management. The company's associate director, who also serves as the human resource manager in this context, will see to the execution of the plan, definition of the schedule and the examination of the various elements.  Resource requirements There is no intention that the abovementioned processes be costly. However, there is need for full cooperation, willingness, and adherence to the schedule by all team members. Several costs that are still required in order to perform the work in the best possible way are:

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1. Quarterly staff meetings: no cost. 2. Monthly team training: up to 100 NIS per each training session. 3. Presentation of the quarterly budget plan as part of the quarterly staff meetings: no cost. 4. Monthly shared learning by the team: up to 60 NIS per session. 5. Team recreation day: 1500 NIS. 6. A minimum of 2 development workshops for the entire team during the year: 2000 NIS. 7. Quarterly meetings of all managers: no cost. 8. Every team member will be evaluated once a year by their direct superior: no cost. 9. Every team member will be evaluated by all other team members, be they supervisees or not: no cost. 10. Presentation for the team, clarifying the values to which we aspire regarding the team and their way of work: no cost.  Risks The goal of the PT Logistic Services senior management is to make it possible for all the departments under its responsibility to do their job in the best possible way. In order to do so the management is committed to instruct, direct, evaluate, and make resources available to the employees. Naturally, there might be various problems arising for different reasons. For example:    Failing to meet the schedule: the management is committed to try to stick to a constant schedule and narrow the gap if possible. Specific activities that do not lead to attaining the goal: the management will examine such activities and find alternatives for them, if necessary. Employee dissatisfaction: the management will examine the source of dissatisfaction and try to find a solution to it in private and general talks.

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Development Division
Overview of the PresenTense Group’s Development Plan 2009-2010 Proposed by: Aharon Horwitz, Co-Director  Project Summary As the PresenTense Group enters its fourth year of existence, poised to become a leading agent of impact for the Jewish community in the 21st century, it is preparing itself to leap its organizational structure forward exactly as the overall financial markets are in recession, and philanthropic dollars grow scarce. While this external challenge has proved daunting to the not-for-profit market, PresenTense has approached the task of securing financing aggressively and with confidence, believing that its message and momentum resonates even more than usual during bleak financial times. Its confidence in its success emerges from a unique approach to long-term funding, which includes the operating principles below:  Philanthropic investment should be treated as a catalyst for a sustainable models that generate revenue  Financial Resource Development (FRD) should be undertaken in a similar manner to other community building efforts, and wherever possible integrated into programming  Volunteers should be welcomed into activities typically seen as reserved for paid professionals (web dev, materials design, grant writing), thus reducing costs, yet also maintaining the highest quality standards  Finance streams should be several and sustainable  FRD should be seen as a function of the power and growth of the Group’s network, thus programs and projects that extend PT’s network ultimately constitute FRD Considering the ability of PresenTense to grow programmatically even in this challenging period –in January PT will launch fellowships in Boston and Jerusalem— we believe that PresenTense has reached the point where reliable growth capital can and must effectively be used to establish a sustainable programmatic, human resource, and financial base that can provide the Jewish People value for years to come. PresenTense’s FRD efforts over the next two years will thus concentrate on consolidating existing funding opportunities, securing growth capital, and using that capital to open new horizons by supporting the growth of sustainable and revenue generating funding and program models. Consolidating Existing Opportunities: PresenTense has built a strong network and base over the past several years, and is currently in multiple processes with individuals and foundations who are either currently supporting or interested in financing PresenTense. PTFRD is responsible for maintaining and growing these relationships, while also insuring timely and sufficient reporting to the financing partner. Growth Capital: While philanthropic donation is a necessary stage of PresenTense’s growth, seeking growth capital differs greatly from accepting a fate of perpetual fundraising. With the support of foundation and individual donor financing, PresenTense 48

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will be able to build sustainable and replicable sources of funding that will enable growth capital to move to other aspects of the organization’s operations. Existing sustainable and replicable models that can be grown include PresenTense’s chair model, franchising the fellowship model, and, in the future, an infrastructure for grassroots funding. New Horizons: Over the horizon there are opportunities for immediate financial return, but also a base for longer term sustainability and fungible value. The network of young professionals gathering around PTInvestments, for example, will become board members of new Institute ventures as well as funders. Franchised fellowships will grow PresenTense’s overall value to the community, and network, while also bringing in fees in return for service. Overall, FRD adopts a net-centric approach to charting a course for PT’s financial growth , understanding PresenTense as a traffic director of streams of financial and human capital. By understanding itself as having obligations to support the financing and growth of aspects of its community not explicitly under its own incorporated organizational interest (such as its fellows, and projects in the network), PresenTense becomes a conduit for delivering value, and not merely a site for donations. PresenTense’s concept of providing value is at the core of PresenTense’s efforts to build a widely distributed financing network, emphasizing multiple but reinforcing models, where actual programmatic or mission value is created for funders through their investment in PresenTense. We are optimistic that the outside market conditions do not represent an insurmountable obstacle to our organizational aspirations, but, rather serve as a reminder to maintain our qualitative edge, act innovatively, and constantly assess our value to the community. Investing in PresenTense and its programs is a means of Jewish People R&D, while also a risk reduction opportunity across the community. By building up PresenTense’s platform, the community will hook into the grid of new and innovative activists, and find a proving ground to test ideas that hold high growth potential. FRD for 2009-2010, then, will be organized around efforts that lead to consolidation and efforts that lead to opening new horizons with promise for long term funding yield and sustainability.  Goals and Objectives The overarching goal of PresenTense’s financing efforts is to provide the PresenTense Group Management with core and startup funding as it builds sustainable streams of financial resources for the achievement of its mission to grow the next generation of pioneers. Significant goals for 2009-2010 will include the below, divided between efforts relating to consolidation and efforts relating to opening new horizons. GOALS 1. To support PresenTense’s existing program and secure growth capital for expansion programming and staff growth 2. To support the existing and expansions financing models including chairs for the summer institute, winter institute, and fellowship franchises 3. To create communities that have the potential to support PresenTense as well as innovators in the PT Network

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4. To build FRD opportunities into all existing PresenTense programming OBJECTIVES 5. Consolidate growth funding opportunities already identified in PT’s opportunity list o Insure that 10% of possible funders on PT’s new opportunity list engage in any capacity during 2009-2010. o Insure that 10% of foundation opportunities engage in any capacity during 2009-2010. 6. Consolidate PresenTense’s existing significant-funding streams already supporting PT o Secure multi-year commitments from supporters who have committed initial or second year funding. Multi-year commitments will provide PresenTense staff with the necessary stability for developing new solutions that can be sustainable. o In the case of highly invested/highly interested existing investors, transition them from Stage II level funding to Stage III level funding. o Mapping the ideal relationship cycle and time frame between PresenTense and each of its funders. To be done in consultation with each funder, this will provide PresenTense with a clear sense of the funder’s time commitment and financial interest, enabling better planning by Group Management. Each funder map will be detailed in a one-page “chart” for how PresenTense can reach their maximum funding capacity, and in what time frame. It is crucial to understand the phase out point of existing funders, thus structuring time frames on sustainable model building. 7. Significantly expand PresenTense’s network of investors emerging from the young professional, business, and venture capital community, for the purpose of insuring independent investment and strong social and financial capital over the long-term. Leverage this community to support others in the PT Network. o Add fifteen individuals to PresenTense’s network through PTInvestments o Identify and engage PTInvestments partner/match funder o Hold four events (in person or geodispersed) over the course of next year building community and value around the young supporter group. 8. Support existing earned-revenue models such as Chairs o Tag current and new supporters, in the existing individual and foundation list, as possible “Cluster Funders,” as described in the Investor Prospectus, v. possible “Chair Funders,” spread across the Summer Institute and the Jerusalem Institute and initiate conversations/meetings and pitches with the top 30 most likely for 2010 and 2011 investment. o Launch the “City RFP” model to test over the summer 2010 Institute o Indentify 15 federations as possible City RFP participants o Close on two federation participants o Raise the likelihood of establishing the “chair” model over the long-term success by clearly segmenting the funding market surrounding PresenTense’s Fellowship Programs, to be translated into a list of 30 possible chair investors o Hold one “Franchise PT Fellowship” program during the 2010 Institute introducing potential franchising partners to the franchising opportunity

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9. Raise the funds for a website that will be an engine for PresenTense’s programmatic growth (pioneering project and supportive community) wherein the capacity exists for grassroots donations 10. Lead the Jewish Community’s innovation sector in implementing best-practices in accountability and reporting o Improvement of existing funder communications and transparency, including the publication of a monthly funder digest, and web transparency portal. For this purpose, raise amount noted in project proposal. o Continue to hold quarterly calls o Website with analytics o Successfully use and implement a best of breed CRM that allows for donor management  Measurements include all staff using system by early 2010 11. Raise the quality of PresenTense’s internal FRD human resource and technological infrastructure thus ensuring long term funding opportunities and implementation of best practices in managing FRD efforts o Hire one effective grant writer/department administrator o Create a list of potential high-value hires to be reviewed with board as an associate director for FRD, to be acted upon in 2010 or 2011 resources depending 12. Fund a new leadership development program o Find 3-6 supporters for an entrepreneur in residence program 13. Incorporate Staff and Internal reporting o Improve internal reporting through a tracking document of all given, incoming, pipeline, ideally built on the CRM system o Improve staff training as it comes to fundraising and building business models through quarterly seminars and establishment of self-determined goals by each staff member  Context All of PresenTense’s programming divisions involve extending PT’s network, which provides excellent opportunities for growing PT’s FRD. Therefore, PT’s FRD must focus on a network centric approach to building investment. Further, staff must be educated on how to bring network to bear in building funding relationships. Further, as PT’s programmatic reach is growing, and including sustainable project, FRD should focus on providing the startup capital necessary for the programs.  Assumptions The plan outlined in this proposal rests on a number of core assumptions outlined below. Should assumptions be shown to be wrong, elements of the plan will require reevaluation:  Capital markets will be poor leading to tighter philanthropic markets, making it unlikely that most foundations will be seeking new significant funding opportunities.  Even if markets improve, foundations and other philanthropic actors may continue to operate in a threat stance in their giving, minimizing growth.

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Without development of new sources of funding, PresenTense’s Foundation funding will grow fickle in the next three to four years. Individual donors represent a larger growth market than institutional funders considering the financial markets and the position of PresenTense. In particular, while many foundations are bound by bylaws and board decisions limiting ability to reach deeper into endowments funds, individuals may grow involvement beyond existing commitments if personally engaged and passionate. Engaging philanthropic young professionals in PresenTense’s community by supporting network activities not related directly to funding PresenTense’s platform, will enable those supporters to better understand the PresenTense platform, such that at least thirty percent of those individuals will add platform support in 1-2 years. An independent giving base will make PresenTense an overall better target for Foundations A web platform will lead to grassroots online giving, and also attract institutional funders and lead to higher donations from individual funders Relationship management software will lead to better funders tracking and thus to more funding opportunities closed Investing in the success of PresenTense ignited initiatives will be reflected back in further investment in PresenTense’s platform

 Project Elements This is the overview of the proposed projects that will be implemented under Development during 2009-2010, subject to final review by Group Directors and Board. Each of these sub-projects is covered in a separate project proposal. 1. Consolidating Existing Donors and Opportunities Element Description: Recognizing the value in existing funding relationships, PTFRD will act to chart a funding path forward with each current funder or existing opportunity, and advancing the cause usually through a combination of meetings, introductions, presentations, following on with updates, and, when appropriate, submitting a request. 2. Chairs for Summer Institute and Jerusalem Year Long Institute Element Description: Recognizing the need to convert philanthropy funded projects into sustainable sources for funding, PTFRD will support the sponsorship of chairs for PT fellowships. The 2010 summer chair plan will involve consolidating existing funding opportunities for chairs, developing the CityRFP as a pilot, and identifying which funders in our database and network should be targeted in the future as chair or cluster funders. 4. Funding PT.org Element Description: Recognizing the importance of the PT.org web platform for building a community that takes maximum advantage of its potential, PTFRD will support the initial funding of the website and support the construction of a model that will perpetuate itself. This site will also provide a gateway for grassroots funding for PT. 5. Establishing PTInvestments Funds Element Description: Recognizing the need to support pioneers in the PT Network, to build long-term relationships with growth potential, to work with constituents that “get” PresenTense, and to establish new models that are extensible, PT will aim to open a funding circle of young VC and business professionals, partnered with some older VC. 52

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Funds will either be dedicated to supporting innovator projects in the network, using PT’s existing fellowships as an engagement ladder. 6. Building top grade reporting to Investors and the Community Element Description: Recognizing the need to build a transparent organization modeled after a civil service that incorporates best-practices from the for and not for profit sector, PT will implement an online reporting portal, implement a monthly funder newsletter, maintain its quarterly calls, and continue to publish prospectuses. 7. Increasing Internal Reporting and Staff Activation Element Description: Recognizing the need to build FRD into every aspect of what PresenTense does, PTFRD will provide group staff and board the information they need to support development, have a clear picture of incoming funds, and provide a record of historical development activities. Train staff to become more effective 8. Implementing CRM Element Description: Recognizing the need for effective relationship management, PTFRD will oversee the creation of a CRM. A CRM will provide PresenTense with the ability to create historical tracking, relationship conversion metrics, and streamlined processes for tracking potential opportunities and rescuing lapsed opportunities. 9. FRD HR Staff Element Description: Recognizing the need to professionalize PT’s operations, PTFRD will work with Group management to increase the quality of its FRD team by hiring a starting development associate who is familiar with the market, the methods, and has strong organizational and grant-writing skills. 10. Supporting the Franchising of Fellowships Element Description: Recognizing the need to develop new sustainable projects that advance PT’s mission and Group stability, PTFRD will provide support in marketing and building the required relationships for franchising the PresenTense Fellowship program, building on the Boston success to include New York City and other sites. 11. Funding a leadership development program such as “entrepreneur-inresidence.” Element Description: Recognizing the need to develop new long-term entrepreneurial leadership for the PresenTense Group, PTFRD will secure the initial financing for an entrepreneur in residence program.  Summary of Workplan

August – November Phase I is a time for actively consolidating existing opportunities, as well as preparing the ground for an active December-February. Activities during this time will include: o Meetings with existing funders and new likely opportunities to act on objectives above o Submitting renewal requests to foundations o Implementation of CRM o Establishment of base for PTInvestments o A combination between marketing chairs to new potential investors and introducing Federations to CityRFP opportunity o Intensively marketing and funding website target

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o Intensively entrepreneur in residence program to point of finding three funders so recruitment can be launched in Jan-Feb o In November publish a job description for FRD support team member During this time PT representatives traveling in NA and in Israel will be asked to meet with existing funders and continue progressing existing opportunities. If the opportunity presents itself, federations should be prepared to receive the CityRFP proposal in November. Fedheads will be asked to help distribute proposals. November – February This period will include the launch of several new initiatives as well as an intensive marketing period for PresenTense summer institute chairs. o Launch PTInvestments o Launch staff use of CRM o Launch staff training on implementing FRD o Complete sales of chairs and CityRFP o Writing new grant proposals, most of which are due in February o Implement new investor reporting portal During this time, meetings of PT representatives in Israel and NA will surround the marketing of chairs and growth of PTInvestments March – May o Continue with above activities o Submit grant proposals o Build relationship pipeline for following year o Line up visitors for summer institute program o Fully flesh out franchising plans for PT fellowships During this time, PT representatives will seek meetings with new funding opportunities and arrange to have them visit the summer institute in Jerusalem. May-August o Leverage summer institute program to introduce new individuals to PresenTense o Develop projections and workplan for next year o Market PT fellowship franchising opportunities through a “franchise PTFellowship” day at the Institute”  Metrics 1. Designation of 16 Chairs for summer Institute including 2 CityRFP’s 2. Fully fund website development target (as listed in project proposal) 3. Fully fund 1-2 entrepreneurs in residence (as listed in project proposal) 4. Engage 20 young VC and professionals involved in PTInvestments 5. Transition of two Stage I donors into Stage II 6. Conversion of stated percentages of lead sheets into funders 7. Identify that staff are using CRM: to be judged through records entered by each staff member 8. Achieve multi-year commitments from at least two more funders 9. Ten participants on each quarterly call 10. Usage of donor portal at a percentage agreed upon by advisory committee Suggested Personnel for 2009-2010

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FRD Director: Currently being filled by Co-Director, job is to oversee implementation and be accountable for achieving goals of division Grant and Proposal Writer: Support grant and proposal writing for new funding proposals and new programs across group Support from Board & Staff Directors: Board and staff directors will be asked to hold meetings, conduct tours, and make introductions.

Budget Overview Primary costs will include:  Travel: 16K (includes six-trips booked at 2K each, which should incorporate time of other directors spent on development).  Materials: 4K (includes updating prospectuses, printing costs, gifts, and some new material development towards March)  Personnel: 2K (includes outsourced grant writing, as well as potential translation of certain materials to/from Heb/Eng.)  Consulting: 2.5K (salesforce CRM consulting—cost developed in consultation with consulting company)

 Risks The financial markets represent a challenge to achieving the targeted number of chairs and new funders. This is especially the case as many of the relationships that came to fruition for the 2009 Institute had been developed prior to the worst of the crash. Further, there may be a need to hire staff support for the FRD operations earlier than anticipated, depending on other responsibilities required for current FRD director.

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Conclusion This is an exciting year for the PresenTense Group, as new ideas and new horizons have intersected with a community ripe for taking what we’ve built to the next stage. As such, as seen above, the PresenTense Group has very aggressive goals for this next year of operations – goals only overshadowed by the enormity of the challenges facing the Jewish People in these times of transition. We are on the look out for partners to help us with ideas, introductions, investments and (cross-platform) initiatives to help increase our potential impact on the world. If you connected with any element of this collection of our operations, please contact us at contact@presentense.org

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