STRATEGIC PLAN DRAFT
Prepared February 2013
Agreements (for a 5-year timeframe)
“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. $?)
“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
Mosaic Strategy: 5-year Plan
5-year Plan 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) 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 Bay Area own site Bay Area long-term lease(s) Expand/replic ate 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 Different Ages Broaden Reach Deepen Offerings Geographic Expansion MCP External Positioning ALTERNATIVES
Mosaic Strategy: 5-year Plan
Values (high is GOOD) Low Mod. High
Breadth X
Depth X
Adults (awareness and $) X
Professional/personal balance X Idealism/pragmatism balance X
Risks (high is BAD) Low Mod. High Organizational response X
Access to staff X
Demand for services X
Financial execution X
Bay Area site X
PROS:
• Increasing our impact • Makes us more fundable
• Gives us organizational maturity • Staff retention and satisfaction • Builds on what we already do well
CONS:
• May disappoint some who want rapid growth or intentional community
• Currently unstable funding – need to tackle this first and it is difficult
• Challenging to find the right people
• Organizational resistance to and inexperience with research and data
Description:
Growth based on stability. Prioritize strengthening the Core Mosaic model structurally and financially, including a stable, long-term home and development of replicable programs and services. Commit to testing and learning from replication models within the Bay Area for further expansion to other sites and broader reach. We aspire to reach at least 5x the number of current participants per year in 10 years through Mosaic-branded programs (i.e., what we can control.)
Implications:
• We need to prioritize and resource efforts to create and implement a robust financial plan, find a stable site, to strengthen the Core, and define a path for developing expansion efforts. We need additional role clarity for Board, committees and staff, and will collect and analyze data to support stabilization and expansion.
• We will NOT grow without first stabilizing what we already have. We will not pursue site ownership or development of an intentional community in this time frame. We will not create any new programs or services without clear cost/benefit analysis.