PresenTense Year in Preview 5770

PresenTense Year in Preview 5770 (2009-2010)
-An experiment in transparency for the sake of collective learning and improvement-
Introduction:
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
PresenTense Year in Preview 5770 (2009/2010) 1

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

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

 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 Description Goal Objectives

Content Contains tools for *To provide support and * To enable community
Package 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

*Access to Yazam Fund to join
Steering People who have been *Advise on the direction *To create sustainable
Committee involved with PT of the PT Community infrastructure to support
activities in the past and Division, and get larger the growth of PT
participate in biweekly buy-in and involvement in Community
conference calls it through expanding PT’s
network
City Leaders Local leaders who are *Create structure that can * Identify innovation and
developed over time to support and sustain PT encourage innovators to
animate and represent Cities, ensuring activity become Fellows
their communities. on an ongoing basis *Build leaders who can be
Responsibilities: *Coordinate activities, part of the PT Team
* PT Circle (monthly or within and between cities *Provide local innovators
bi-monthly) *Publicize and broadcast with necessary resources,
* Shabbat dinner ideas generated locally including mentorship/
(monthly) into the PT community, access to the PT network
*Drunken Brainstorms allowing action to evolve * Have action result from
(once per quarter) the community’s ideas
* 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 *Foster connections *Provide mentors for

who are currently between innovators in the young Jews in these fields
engaged in changing their same field *Launch discussions that
fields in different focus * Facilitate an ongoing will generate ideas,
areas: discussion on new trends ultimately leading to
*Philanthropy and what’s next in these action through cookbook,
*Education fields guides, articles, etc.
*Social Action *Cultivate connections
*Community Organizing that will lead to
*Arts&Culture identification of potential
*New Media Fellows in these fields
Community Creative young Jews *Engage the community *To produce a magazine in
Editors engaged in facilitating the in what the conversation an open-source,
global conversation is going to focus around collaborative fashion
through working with * Develop creative *To broadcast the ideas of
writers with ideas to take individuals, who may then our community, giving
these ideas to the next them the potential to

level go on to be pioneers evolve into action
initiatives
In-Print Quarterly magazine *Lower the barrier to *Generate a community

Magazine featuring the voices and entry in the conversation following and contributing
ideas of our community on important issues for to our ideas
over 90 contributors per * Provide a platform
issue around which the
*Increase involvement community can organize
and and contribute
*Highlight the bright
ideas and innovation of
our generation
Online Ongoing online *To develop an online *To be able to generate

Community conversations (articles, following for the ideas of meaningful articles and
Conversations discussions, etc) around our community, and to promote ideas on a regular
our focus topics grow our community basis, not just with
around these ideas publication of print issue
Pioneer *Handbooks contain *To engage taskforces in * To produce action out of

Handbooks, reports on new trends and highlighting innovation PT activities and the
Cookbook other information and encouraging action in community’s ideas
compiled by taskforces focus fields
*Cookbooks contain new
methodologies proposed
or reviewed by taskforces
and other community
members
Fellow Follow- Continue the Fellows’ *Fellows can inspire their *Fellows help further PT
up involvement with PT communities to become activities and can help
post-Institute through: further involved (Yazam) recruit future fellows
*Mentorship *To provide fellows with
opportunities support post-Institute, and
*Yazam Fund events further knowledge
*Online community development in target
fields (mentorships)
*To allow fellows to
remain connected to the
PresenTense network of
fellow innovators
(community)
 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?

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

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)
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
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
1. Launch of PT10 (online only)

2. Publicizing through network, new media, etc. to get more people
involved in conversation
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

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.

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.

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 Goals

Advertising Print advertising Promote traditional print 1.1.1 Increase advertising income
advertising 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
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
Sponsorships Organizations or companies can 1.3.1 Increase advertising revenue by
sponsor special content on the offering specialized opportunities for
website, such as real time debates, promotion
videos, special seminars, or our 1.3.2 Cultivate a sponsorship base for
monthly newsletter the Institute and Hubs
Team of advertising A team of up to 5 advertising 1.4.1 Increase the advertising
representatives representatives department's reach
1.4.2 Enable advertising to branch out
to new areas of focus
Circulation Subscriptions/Mem Subscriptions to PresenTense's 2.1.1 Increase worldwide readership of
bership print magazine. the magazine
Membership in PresenTense 2.1.2 Create a strong community of
includes a subscription to the PresenTense supporters
magazine, access to special content 2.1.3 Generate solid, recurring revenue
on the website, access to from subscription base
PresenTense hubs worldwide
Bulk orders Sales of 50+ copies of PresenTense 2.2.1 Reach new audiences of potential
Magazine to Jewish communal subscribers and contributors
organizations, conferences, or 2.2.2 Increase distribution of the
programs magazine
2.2.3 Increase website readership

Area Element Description Goals
Bookstores Make PresenTense available for 2.3.1 Reach new audiences of potential
purchase in Jewish and subscribers and contributors
independent bookstores
Online sales of PresenTense Magazine is offered 2.4.1 Increase readership of
single copies as a single purchase item via online PresenTense without the commitment
portals of a subscription
2.4.2 Enable purchase of back issues
Website content Increase PresenTense.org's online 2.5.1 Make PresenTense.com the
promotion readership premier, go-to site for Jewish
innovation and new ideas
Syndication Syndicate articles from 2.6.1 Increase awareness of
PresenTense Magazine to other PresenTense Magazine, driving
publications subscriptions and visitors to the website
2.6.2 Generate additional income from
content
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
Educational Sell access to selected white 3.2.1 Share information with the
materials papers, educational guides worldwide community to help others
succeed in their projects
3.2.2 Generate revenue
PresenTense Sell merchandise with the 3.3.1 People can show their PT
merchandise PresenTense brand or designs affiliation
3.3.2 Create additional awareness and
publicity for PresenTense
3.3.3 Generate revenue
Merchandise of Sell the merchandise or services 3.4.1 Provide a portal for affiliates
PresenTense of PresenTense affiliates to publicize their products and reach
affiliates (fellows, coworkers, volunteers) new markets
for a percentage of sales 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

 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.

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 Advertising Circulation Online store

September 2009 Set up and promote website Promote syndication of
advertising current content
October Pitch web advertising Promote web content Set up PT store to sell
PresenTense magazines
November Pitch web advertising, recruit Promote web content
advertising representatives
December Pitch web advertising Promote syndication of
completed PT10 articles
January 2010 Pitch advertisers for PT11 Bookstore sales Set up PT store to sell PT
Evaluate web advertising products and affiliates'
offerings products
February Pitch advertisers for PT11 Promote web content
March Pitch advertisers for PT11
April Pitch advertisers for PT12 Promote PT11 bulk orders,
Evaluate web and print ad subscriptions, and
offerings syndication
May Pitch advertisers for PT12 Get educational materials up
on online store
June Pitch advertisers for PT12
July Pitch advertisers for PT12
August Promote PT12 bulk orders
and subscriptions
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 York-
based 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

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) Not tied to a Total
specific issue
Printing 0 $5,000.00 $6,000.00 0 11000
Shipping 0 $1,500.00 $2,000.00 0 3500
Graphic 0 $2,500.00 $2,500.00 0 5000
Design
Website $8,000.00 0 0 0 8000
Design/Dev
elopment
Website 0 $0.00 $0.00 $2,000.00 2000
maintenance
Launch $500.00 $500.00 $500.00 $500.00 2000
events
Small print $500.00 $500.00 $500.00 $500.00 2000
jobs
Advertising $400.00 $1,600.00 $2,400.00 0 4400
commission
(20% of
sales)
Misc costs $1,000.00 $1,000.00 $1,000.00 $1,000.00 4000
Total 10400 12600 14900 4000 41900
Projected income
specific issue
Print 0 $8,000.00 $12,000.00 20000

specific issue
advertising
Web $2,000.00 $0.00 $0.00 $4,000.00 6000
advertising
Subscriptions/ 0 0 0 $8,000.00 8000
Membership
($20/year)
Bulk orders 0 $2,000.00 $2,000.00 0 4000
($4/magazine)
Individual 0 $400.00 $400.00 $400.00 1200
magazine sales
($7/magazine)
Total 2000 10400 14400 12400 39200
 Risks
We see several challenges for PresenTense's publishing division. One is the oft-
reported "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.

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).

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.

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.

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

1. To provide a social network for organization and community members.
2. To expose the Hub as a place for potential customers (fellows, lecturers,
CW and so forth).
3. 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. To reinforce the fellows' social network.
2. To enable fellows to expose their projects.
3. 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).

 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

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.

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

 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
Problem Details Solution

Shortage of participants in Not enough participants - Evaluate means of
all activities come to community events advertising
and advanced studies - Examine the needs of
the Hub's target
population
Shortage of volunteers Not enough volunteers in - Evaluate means of

all areas (in content and advertising
technical matters) - Make a volunteer
recruitment campaign
- Change volunteer role
definition
Not enough space Too many people come to - Move to a bigger space
certain activities, more - Examine target
space for entrepreneurs is population
required
Shortage in working space Not enough members - Evaluate means of
members working in the open space advertising
- Make a campaign to
recruit entrepreneurs
and members

- Examine the needs of
the target population
Competition Business and social - Develop unique services

organizations offer similar - Unique branding
services

Jerusalem Fellowship
Equipping the next generation of social entrepreneurs with the tools to launch social
ventures
Proposed by: Brachie Sprung, Jerusalem Fellowship Coordinator
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.

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.

 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?

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 Description Goals Objective

Steering Recruit people to steer and Create a strong, invested, and To create an infrastructure
Committee advise the Fellowship supportive SC that will support the growth
activities of the PT Jerusalem
Fellowship and the PT
community
Cluster Biweekly meetings run Develop a knowledge base through To provide fellows with an
Hotseat along Harvard Business regular conversation around ongoing platform that will
School’s Hotseat challenges facing social entrepreneurs. enable them to practice and
methodology, workshopping Create a culture of knowledge-sharing refine their pitch in a
organizational challenges among young entrepreneurs in the supportive yet constructive
and creating a community of Jerusalem fellowship environment
support
Training Twice a week, in-person 1. Introduction to Social To provide social
Seminars training seminars providing Entrepreneurship entrepreneurs with the
theory and application 2. Introduction to Transmedia necessary tools and
opportunities, and covering 3. Honing Your Mission knowledge so they could
the topics of: social 4. Business Models and Strategy successfully launch their
entrepreneurship, internal 5. Project Time Management ventures
organizational tools, 6. Volunteer Acquirement and
external development, and Retention
public tools. (Some of the 7. Guerilla Web 1
courses will be taught 8. Board Development
during orientation; therefore 9. Business plan development
we have more than 14 10. Budgeting
courses). 11. Fundraising
12. Guerilla Web 2
13. Presentations
14. Public Speaking
15. Guerilla Web 3
16. Transmedia campaigns
Mentorship Pairing individual  Provide advice and support for Involve successful
entrepreneurs with young adults at the beginning of entrepreneurs in securing
successful individuals in that their journey the success of young
entrepreneur’s field of  Generate networking ventures
interest (ongoing) opportunities for young
entrepreneurs

Day Trips Field trips to successful  Transfer practical skills from Invest successful founders
ventures in Israel to meet successful entrepreneurs to start- in the next generation of the
founders who built their up leaders Jewish community
organizations from the  Create connections between Provide heroes for young
bottom up, and learn key young entrepreneurs and entrepreneurs to emulate
skills from these masters of successful ventures in the field
implementation (Twice over
the summer)
Lunch N’ Practical tools taught over  Excelling at Excel Supplement fellows’
Learn lunch by PT alumni staff or  How not to get killed by the knowledge with practical
community (Once a week) bullets in PowerPoint tools
 PR 101- How to write a Press Invest PT community’s
Release knowledge and skills in
 Branding 1 (Intro) Fellowship success
 Branding 2 (Advanced)
 Managing volunteers
VIP Breakfast Intimate breakfast meetings  Introduce fellows to industry Showcase PT’s fellows to
with industry leaders, leaders in a personal and non- successful individuals
Jewish Thinkers, and VIPs intimidating way
 Give fellows the opportunity to
ask questions and spark a
discussion around a topic that is
important to them
Launch Night Final event for the program  Expose the innovative programs Generate buzz on the topic
wherein fellows present developing in the Jerusalem of social entrepreneurship
their new ventures to the Institute to the greater community Provide opportunities for
greater PT community and community members to
existing organizations support and get involved in
showcase their operations to new projects and initiatives
the world (Early May for
year-long and late July for
Summer Fellowship)
Assessment Assessment for the Institute  Correct the curriculum and other Fellows feel that their voice
wherein we also suggest aspects of the Institute is heard
ways we can improve it  Learn from our mistakes so we Improve our curriculum
can improve for the following
year
Fellow Continue the Fellows’  Fellows can inspire their Fellows help further PT
Follow-up involvement with PT post- communities to become further activities and can help
Institute through: involved recruit future fellows
Mentorship opportunities,  To provide fellows with support
Yazam Fund events, Online post-Institute, and further
community, Office Hours, knowledge development in target
Use of Hub fields
 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

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 start-
ups 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

 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 post-
Institute, 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,

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.

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:

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.
Module 1: Description Objectives
Innovator Monthly conference calls run 1.1 Develop a knowledge base through regular
Hotseat along Harvard Business School’s conversation around challenges facing social
Hotseat methodology, entrepreneurs
workshopping organizational 1.2 Create a culture of knowledge-sharing among
challenges and creating a young entrepreneurs in Boston
community of support (once a
month, digitally held )
Module 2: Periodic in-person training 2. 1 Introduction to Social Entrepreneurship
Training seminars providing theory and 2.1.1Introduction to Transmedia
application opportunities, and 2.1.2 Honing Your Mission
Seminars covering the topics of: social 2.1.3 Business Models and Strategy
entrepreneurship, internal 2.1.4 Project Time Management
organizational tools, external 2.1.4Volunteer Acquirement and Retention
development and public tools. 2.1.5 Guerilla Web 1
(once every two months, Sundays) 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
Module 3: Pairing individual entrepreneurs 3.1 Provide advice and support for young adults at the
Mentorship with successful individuals in that beginning of their journey
entrepreneur’s field of interest 3.2 Generate networking opportunities for young
(ongoing) 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
Module 4: Field trips to successful ventures in 4.1 Transfer practical skills from successful
Boardhopping the Boston area to meet founders entrepreneurs to start-up leaders
who built their organizations from 4.2 Create connections between young entrepreneurs
Master the bottom up, and learn key skills and successful ventures in the field
Classes from these masters of 4.3 Invest successful founders in the generation of
implementation (once a month, Jewish community
weekdays) 4.4 Provide heroes for young entrepreneurs to emulate

Module 5: Final event for the program 5.1 Expose the innovative programs developing in
Boston’s wherein Fellows in the program Boston to the greater community
present their new ventures to the 5.2 Generate buzz on the topic of social
Festival of greater community and existing entrepreneurship in the Boston community
Jewish organizations showcase their 5.3 Provide opportunities for community members to
Creativity operations to the world (early support and get involved in new projects and
June) initiatives
5.4 Provide positive feelings about the vitality of the
Boston Jewish community to its members
Module 6 Connecting individual fellows to 6.1 Build up a set of documents towards a business
Coaching and Steering Committee members plan
trained to coach, so that they may 6.2 Provide person-to-person connection
Deliverables work together on assignments that 6.3 Foster cooperation and collaboration
move an individual towards a
business plan
 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 highly-
mobile population that travels internationally on a regular basis.

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 for-
and 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 wide-
access 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:

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 board-
meetings 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 March April May June
Innovator Virtual workshops Virtual Virtual Virtual Virtual
HotSeat: workshops of 6 workshops workshops workshops workshops
of 6 fellows fellows of 6 fellows of 6 fellows of 6 fellows of 6 fellows
Training Orientation Guerilla Pitching and
Seminars: and Web Packaging
Introduction
to
Transmedia
Boardhopping Skill: Vision Skill: Skill: Skill: Skill:
Master’s and Value Enviro. Business Project Pitching and
Classes Proposition Scanning Modeling Mgmt branding
and
Strategic
Analysis
Mentorship Set-up Mentor
(Ongoing) mentorship Dinner

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.

Module Description Unit Quantity Cost per Unit Item Cost Module
Total
Set-Up and Program Research and Network Hours 98 150 $14,700 $21,200
Preparation Development
Meetings and Int'l Travel and 1 1600 $1,600
recruitment Lodging
Meetings and Domestic Travel 2 600 $1,200
recruitment and Lodging
Oversee Admissions Hours 37 100 $3,700
process
Innovator Hotseat Online workshops Hours 15 100 $1,500 $1,875
Workshop Preparation Hours 3.75 100 $375
Training Seminars Three full-days of Hours 48 150 $7,200 $18,000
seminars
Seminar preparation Hours 12 100 $1,200
Travel and Lodging Flights and 6 1600 $9,600
accomodation for
staff
Boardhopping Facilitation hours 5 0 $0 $2,100
Coordination Hours 14 100 $1,400
Faculty preparation hours 7 100 $700
Mentorship Coordination hours 31 100 $3,100 $3,100
Mentorship Dinner Program Expense 1 600 $600
Social Shabbatonim hours 22 100 $2,200 $4,100

Feed and Feedback Hours 9 100 $900
Food for Shabbatonim Program expense 5 200 $1,000
and Feed and Feedback
Launch Night (Festival) Coordination Hours 4 100 $400 $1,300
Production Hours 6 150 $900

Marketing Social Media and Hours 151 100 $15,100 $21,100
Community connection
Mini-Mag Production Hours of paid 42 100 $4,200

staff
Mini-Mag Print Print Materials 300 6 $1,800
Assessment Data Collection hours 21 100 $2,100 $5,900
Analysis hours 38 100 $3,800
Steering Committee (Misc project 15% of Total 42.1125 100 $4,211
Coordination coordination) Hours
General Management Involvement of 15% of Total $12,523
PTGroup Leadership
Total Cost of Project $96,009
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.

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
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.

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.

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:

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 Description Goals Objectives Metrics
Training The role of - Expand the team's 1. Monthly team 1. Team training: 5
training is to knowledge base training sessions – to 9 study sessions
offer various finding topics to learn a year.
- Provide new tools
tools that will and bringing an outside
for work 2. Team learning:
enable team expert who can enrich
5 to 9 internal
members to - Develop new work the team in that area.
study sessions a
maximize their methods and skills
2. Monthly shared team year.
work ability and
- Build team spirit learning session – once
expose them to 3. Two workshops
a month, one of the
various skills - Increase the a year for
team members will
and work personal and developing the
teach the others a topic
methods. For collective collective team.
he or she is interested in
this purpose we confidence of team
and would like to share 4. Finding mentors
will hold several members in their with the rest of the team according to
training sessions, work in order to enrich them. needs.
some of which
are based on - Expand the 3. Development
outside experts knowledge shared
workshops for the
and some on by the team.
entire team. These
internal forces. - Maximize each workshops will be
employee's personal given by outside
abilities 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.

Evaluation: The role of  Develop each 1. Quarterly meetings of Quarterly meetings of
evaluation is to employee's personal all managers for the management
develop personal awareness of their discussing and team: 4 times a
awareness of abilities. reporting the other team year.
each employee's members' progress and
 Show each Evaluation of the
professional to deal with the
employee employees by their
level and of the dilemmas they face as
personally what his superiors: once a
way they are direct superiors. These
or her status is. year for each
seen by their meetings enable
employee.
peers; suggest  Give positive and constant professional
ways to improve; negative evaluation of the 360-degrees
acknowledge reinforcement. employees by their evaluation: once a
individual direct superiors. This year for each
successes and  Make an will encourage employee.
strengths. evaluation at a understanding of the
specific point which employees’ important Presentation: once a
can be compared to year (it is possible
roles and of any
the abilities of the to use this
problems specific
employee in the past employees are facing. presentation with
and to that of the Promotion or demotion members of the
other team management or
can also be made based
members. with any other
on these meetings.
Moreover, since authority).
 An ability of
hierarchic management ability is Team recreation day:
perception and an acquired tool that once a year.
performing work one can improve over
according to the time, these meetings
appropriate level in will enable the
the hierarchy. superiors' enrichment
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

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:

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.

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

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

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

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 re-
evaluation:
 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.

 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.

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-in-
residence.”
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

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

 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.

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
[email protected]

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PresenTense Year in Preview 5770 (2009-2010)

The PresenTense Group in 5770 (2009/2010) is focused on improving upon

Community Division ...............................................................................................3

PresenTense Year in Preview 5770 (2009/2010) 1

Looking forward to hearing your comments,

PresenTense Year in Preview 5770 (2009/2010) 2

 Project Goals and Objectives:

PresenTense Year in Preview 5770 (2009/2010) 3

 Elements of the Project

Element Description Goal Objectives

PresenTense Year in Preview 5770 (2009/2010) 4

Taskforces Young, innovative experts *Foster connections *Provide mentors for

PresenTense Year in Preview 5770 (2009/2010) 5

In-Print Quarterly magazine *Lower the barrier to *Generate a community

Online Ongoing online *To develop an online *To be able to generate

Pioneer *Handbooks contain *To engage taskforces in * To produce action out of

PresenTense Year in Preview 5770 (2009/2010) 6

 Summary of Work Plan

PT Community operations will be implemented with opportunities for

PresenTense Year in Preview 5770 (2009/2010) 7

PresenTense Year in Preview 5770 (2009/2010) 8

PresenTense Year in Preview 5770 (2009/2010) 9

PresenTense Year in Preview 5770 (2009/2010) 10

PresenTense Year in Preview 5770 (2009/2010) 11

Project goals and objectives

Area Element Description Goals

PresenTense Year in Preview 5770 (2009/2010) 12

PresenTense Year in Preview 5770 (2009/2010) 13

Summary of Work Plan

PresenTense Year in Preview 5770 (2009/2010) 14

Month Advertising Circulation Online store

PresenTense Year in Preview 5770 (2009/2010) 15

We plan to recruit an intern or volunteer to assist with promoting magazine distribution,

Total 10400 12600 14900 4000 41900

PresenTense Year in Preview 5770 (2009/2010) 16

PresenTense Year in Preview 5770 (2009/2010) 17

The Hub's goals and purposes

PresenTense Year in Preview 5770 (2009/2010) 18

PresenTense Year in Preview 5770 (2009/2010) 19

PresenTense Year in Preview 5770 (2009/2010) 20

 Elements of the Project

 Consultation hours for entrepreneurs – the organization's team members and

PresenTense Year in Preview 5770 (2009/2010) 21

 Learning meetings of the co-working space members (CW) – an opportunity for

PresenTense Year in Preview 5770 (2009/2010) 22

 FutureTense – a discussion group where 3 leading professionals in a particular field

 Summary of work plan

September – November 2009

PresenTense Year in Preview 5770 (2009/2010) 23

PresenTense Year in Preview 5770 (2009/2010) 24

PresenTense Year in Preview 5770 (2009/2010) 25

Required resources for the year (September 2009 – August 2010)

Problem Details Solution

Shortage of volunteers Not enough volunteers in - Evaluate means of

PresenTense Year in Preview 5770 (2009/2010) 26

Competition Business and social - Develop unique services

PresenTense Year in Preview 5770 (2009/2010) 27

 Project Goals and Objectives:

PresenTense Year in Preview 5770 (2009/2010) 28

Taskforces Young, innovative experts Foster connections Provide mentors for

In-Print Quarterly magazine Lower the barrier to Generate a community

Online Ongoing online To develop an online To be able to generate

Pioneer Handbooks contain To engage taskforces in * To produce action out of