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Strategic plan DRAFT

Strategic plan DRAFT. Prepared February 2013. Agreements (for a 5-year timeframe). “NO” Elements: Pursuit of Site ownership Expansion to other sites until the Core is strong Additional programs or services without clear cost/benefit analysis Proactively pursue an Intentional Community.

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Strategic plan DRAFT

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  1. Strategic plan DRAFT Prepared February 2013

  2. Agreements (for a 5-year timeframe) “NO” Elements: • Pursuit of Site ownership • Expansion to other sites until the Core is strong • Additional programs or services without clear cost/benefit analysis • Proactively pursue an Intentional Community “YES” Elements: • Site stability, access and usage • Strengthen the Core • Includes (but not limited to) programs, infrastructure & governance, $, staff, etc. • Includes role clarity for Board, committees and staff • Must include clear goals and metrics • “Mosaic in a Bag” (brand, operations, etc.) • Concurrent with strengthening the Core (may include a Pilot) • Until this is created, develop a low-impact, revenue-positive way to respond to requests (e.g, Consulting for “mosaic-inspired” programs) • Financial stability, growth & plan • Includes (but not limited to) MCP, additional profit-generating programs, Development Director, staff compensation, and other elements (Music? Govt. $?)

  3. Mosaic Strategy: 5-year Plan Programs and Services ALTERNATIVES Geographic Expansion MCP External Positioning Broaden Reach Deepen Offerings Different Ages 5-year Plan Bay Area own site Bay Area long-term lease(s) Expand/replicate Bay Area model Pro-active “franchise” model “Seed” or support multiple sites w/ light control Opportunistic partnering No expansion Become a primary funding source Build internal business unit (MCP-specific consultants, etc.) Spin-out as its own entity Status Quo Exit Engage policy-makers, partner as-needed Establish expertise in teaching others (eg, Prof. Dev.) Be a resource for other groups and partners (thought leadership) Minimal positioning efforts Add more schools and sessions in Bay Area Add programs outside of schools Provide curriculum &/or support to others Virtual/Online support Focus on existing schools Fewer students/ sessions More in-school programming Add teacher-focused programming Add family programming Integrate disabled students Support student-led work Alumni programming Summer programs Focus on existing offerings Fewer, more-focused offerings Primary focus on ages 9-11 Add emphasis on younger children Add emphasis on Middle School Add emphasis on Youth/High School Add emphasis on adults (as clients, MCP) Add emphasis on college students (MCP)

  4. Mosaic Strategy: 5-year Plan

  5. Defining a “winning” strategy • Advances Mosaic’s Vision and Mission • Meets our Guidance criteria • Addresses each Focus question • Comes out “high” on some or most of our Value criteria • Comes out “low” on some or most of our Risk criteria • What else?

  6. Next Steps & Ownership Key “YES” Elements: • Site stability, access and usage [Mark, Michele, Lara] • Strengthen the Core[Shivani, Antoine, Serian, Eden, Brian, Michele] • Including programs, infrastructure & governance, $, staff, etc. • Includes role clarity for Board, committees and staff • Must include clear goals and metrics • “Mosaic in a Bag” (brand, operations, etc.) – concurrent with strengthening the Core (may include a Pilot) [Serian + other resources] • Develop a low-impact, revenue-positive way to respond to expansion requests (e.g, Consulting for “mosaic-inspired” programs) [Lara] • Financial stability, growth & plan [Finance Committee] • Including MCP, additional profit-generating programs, Development Director, staff compensation andother elements (Music? Govt. $?)

  7. 2013 Board Goals • Site Stability: Establish a plan for pursuing a long term lease in the Bay Area with accompanying milestones. (Stable Home Committee) • Strengthening the Core: • Create goals and metrics for Mosaic board and leadership review to measure Mosaic core strength . (Shivani, Antoine, Serian, Eden, Brian, Michele) • Support staff in the development of a three year workforce plan. (HR Committee) • Complete a 2012 audit review, and lay the groundwork for a full audit of 2013. (Audit Committee) • Long Term Financial Stability • Create financial projections incorporating workforce plan and growth to determine needs for financial stability. (Finance Committee) • Create a development plan with clear growth milestones for next 3 years that supports the financial needs forecasted above. (Development Committee) • Expansion • Develop a low-impact, revenue-positive way to respond to expansion requests. (Lara,Erica, Mark, Shivani)

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