I need the two documents below consistent right now this document has more detail then the google docso please update this google doc to be well written and consistent with the spreadsheetInitiatives
Category
Secure Adequate Liquidity to support
ongoing Academy Operations
Planning/Budget
Marketing
Develop fiscally responsible, reliable budgets Planning/Budget
Drive Scholarship Attainment
Program
Enhancing Self-Efficacy student skillsets
Program
Create a Comprehensive Performance
Management Dashboard
Program
Achieve Recruitment Excellence
Marketing
Key Goals: 2017- 2018
Purpose & Value
Create 2017-2018 – Fundraising Strategy & Plan
Create Fundraising Deck and/or Supporting Marketing
Collateral
Evaluation of annual Fundraising
Plan with corresponding key
performance indicators
benchmarked through our
Responsive, transparent
budgeting and costing processes
Create 2017 Budget Projections, Roadmap & Funding Goals
Create Expanded/Formalized Support Program to Aid Students
Scholarship Search
Increase scholarship attainment
rates of all student athletes
(Purpose is to provide greater
opportunity to Academy
graduates)
Create Organized Knowledge Base for Students – Tools and
Resources
Equip our Student Athletes with
the tools, knowledge, experience
to take control of their lives
Create Development Plan w/ Outline of Required Specs
(Metrics/Database Fields etc.); Researched Dev Options
(Custom or Tailored Tool); Mockup/Wireframe
Enhancing Self-Efficacy student
Create & Implement 12 Month Recruitment Strategy:
Increased Student Enrollment Plan
Expanded Partner/Feeder School Network Plan
Attract and retain dynamic
student athletes, educators, and
advisory board members
skillsets for Optimized Student
Outcomes
Tactics: Possible
Priority Level: 1Target Timeframe: 2017 Q1 – Q4
5
Fundraiser
1
Finalized in Q1
Enough Funding by Q3
Accountant
Board Pay
2
Q1
Marketing Program
Guest Workouts
Tutors
4
Q3
Classes
Mentoring
4
Q3
IT
5
Q3
Cold Calling
Social Media
Remarketing
Indeed Posting
Board Pay
4
Q3
Budget: Est. Costs &
Key Performance Metrics
Resource Requirements
Cost Per Dollar Raised (CPDR)
Funds Secured
Donor Conversion Rate
Donor Outreach Rate
Operating reserve
Revenue reliability
Appropriate liquidity
Unrestricted revenue consistently exceeding expenses
Percentage of Graduates receiving grants/scholarships
Overall GPA
NCAA Compliance
Number of guest lecturers/ workout sessions
Active domestic university partnerships
Alumni participation
Individual Education Plans
Organizational Capacity Scoring
Number of Strategic Partnerships
Individual Goal Setting Toolkits
Financial Plan
Graduation Plans
Advocacy Plans
Marketing Plan
Number of Student-Athletes
Lead to close conversion rate for Educators, Board Members,
and Student-Athletes(not a metric)
Number of Student Athlete visits
Frequency of direct contact with Educators, Board Members,
and Student Athletes
Number of Direct Key Stakeholder interactions
Number of media publications
Tools
Performance Management Dashboard
Audit
Online Customer Relationship Management
Performance Management Dashboard
Organizational Capacity Association (OCAT)
Efficacy Assessment
Student Development Survey
The Perceptions of Educational Barriers Scale (PEB-R)
Perceived Academic Control Assessment
Performance Management Dashboard
Hubspot Online Customer Relationship Management
Facebook Analytics
Performance Management Dashboard
IF THIS IS A SUMMARY OF THE DETAI
STRATEGIC GOAL
Achieve Recruiting Prominence
Goal Statement
Attracting and retaining dynamic student athletes, educators, and advisory board members.
RATIONALE
Realizing the Value of People Management From Capability to Profitability, (this looks sourced by
the Boston Consulting Group which I would note; gives credibility) reveals that recruiting is the most
important human resource function when it comes to return on investment. More than 4,000
respondents from 102 countries were surveyed to compare high-performing companies with lowperforming ones in terms of 22 different people-management capabilities. The study calculated the
dollar impact of each of the different HR functions and ranked them. Companies that excelled in
recruiting experienced 3.5 times more revenue growth than their less-capable peers. Recruiting Impacts
Everything companies adept at hiring talent also had two times better profit margins than those that
were less capable recruiters.
STRATEGIES
Deploy agile recruitment tactics to attract a dynamic student athletes, educators, advisory board
members by:
● Appointment of a senior level Academy official responsible for implementing and overseeing
recruitment plan.
● Creation of an inventory of Academy points of contact within each customer segment, in order
to identify duplication, gaps, hidden gems, champions, and best practices.
● Creation of a prospecting list and documenting communications on excel spreadsheets
● Increased awareness by leveraging technology and social media marketing
● Employment of Lead Developers with cold calling scripts
● Quarterly report outs by program goal owners on their progress on recruitment goals set in the
strategic plan
● Development of an Academy workforce plan that outlines workforce needs for the medium and
long term
● Increase outreach by hosting free skill camps and other resources
● Development of web-based media kits
● Foster collaborative relationships with universities
● Increase the production and dissemination of evidence based research
Key Performance Indicators
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Number of Student-Athletes
Lead to close conversion rate for Educators, Board Members, and Student-Athletes
Number of Student Athlete visits
Frequency of direct contact with Educators, Board Members, and Student Athletes
Number of Direct Key Stakeholder interactions
Number of media publications
STRATEGIC GOAL
Drive Scholarship Attainment
Goal Statement
Increase scholarship attainment rates for all student athletes
RATIONALE
Over the past three decades, average tuition and fees at a public four year college have increased 231
percent, while incomes for typical families grew only 16 percent. One of the realities confronting the
United States is that a major proportion of minority students in this country have unequal access to
higher education. Many experience a variety of personal, environmental, and institutional barriers that
result in limited or no access to college and university education. Some of these barriers include
financial difficulty and lack of financial aid, lack of support, low scores on traditional college
admission tests, and often, an absence of role models who have gone to college. Disparities in higher
education, and society in general, have existed for many years without receiving adequate attention
STRATEGIES
● Appointment of senior level Academy official responsible for implementing and overseeing of a
marketing program for the Academy and each student. Providing a higher level of visibility and
direct engagement with Colleges/Universities
● Intense Player Development program
● Exposure Camps maximizing promotional opportunities for our student athletes
● Scheduled Games providing visibility and ability benchmark against the world’s competition
KEY PERFORMANCE INDICATORS
● Percentage of Graduates receiving grants/scholarships
● Overall GPA
● Number of students meeting NCAA Compliance standards ensuring the eligibility of our
student athletes
● Number of guest lecturers/ workout sessions
● Number of active domestic university partnerships
● Extent of or number of Alumni participation
Trends in College Pricing 2013, The College Board; US Census Bureau, Current Population Survey,
Mean Income Received by Each Fifth and Top 5 Percent of Families, 1982-2012 (in 2012 dollars)
STRATEGIC GOAL
Create a Comprehensive Performance Management Dashboard
Goal Statement
Administration of quantifiable program wide Key Performance indicators linked to a performance
management dashboard enabling evidence based decision making
RATIONALE
We aim to create a culture of excellence by formulating strategy, introducing clear measures to
accomplish it, and aligning our processes and actions accordingly. Our Performance Management
System and quantifiable performance targets will enable us to make evidence based decisions. It also
enable potential achievement of positive results in facilitating an effective delivery of strategic and
operational goals.
STRATEGIES
The Academy will create quantifiable performance targets enabling evidence based decision
making by:
● Form a special management team to guide the Performance Management Process
● Educate athletes and employees on what exactly is expected of them by defining role-based
competencies and behaviors.
● Establish standards for managing Academy programs/projects and providing oversight to
measure their performance
● Establish a data management program that enables data analytic informing policy and decisions
● Implementing a shared case management solution that provides case tracking and reporting, and
work-flows.
● Analyze complaints and appeals to elucidate opportunities to better meet the needs of our
student athletes
KEY PERFORMANCE INDICATORS
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Reduction in operational costs
Percentage of milestones met
Reduction of project overruns
Improved management control
Increase in the proportion of training and certification managed through a shared service
platform.
● Creation of a dashboard of Key Performance Indicators to increase agency awareness and drive
improvement efforts
STRATEGIC GOAL
Secure adequate liquidity to support on going Academy Operations
GOAL STATEMENT
Evaluation of annual Fundraising Plan with corresponding key performance indicators linked to a
performance management dashboard enabling evidence based decision making.
RATIONALE
Our fund development plan coordinates various forms of fundraising, marketing, communications,
volunteer management, collaborative relationships. We are concerned not only with raising money, but
doing so in a way that develops reliable sources of income that will sustain the Academy through the
realization of our long term mission and vision. The creation of strategic and financial goals,
identification of target markets, cultivation strategies, solicitation strategies, roles and responsibilities
of staff and volunteers, measurable benchmarks and a timetable, and the process for monitoring
progress and evaluating performance, are all critical elements of our fund development program.
STRATEGIES
● Hire a dynamic experienced results orientated Fund Developer(s)
● Drafting of an Annual Fund Development Plan and tracking it on the Academys Performance
Management Platform
● Creating compelling marketing collateral to explain our mission and help influence prospective
donors.
KEY PERFORMANCE INDICATORS
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Cost per dollar raised
Secured Funds
Donor Conversion Rate
Donor outreach rate
Number of strategic partnership
Operating reserve
Revenue reliability
Unrestricted revenue consistently exceeding expenses
STRATEGIC GOAL
Enhancing Self-Efficacy ( you know what this is, but not sure others will… maybe use more
commonplace words or explantion) I knowskillsets for Optimized Student Outcomes
GOAL STATEMENT
Providing our Student athletes with the tools, knowledge, experience to take control of their lives.
RATIONALE
Rather than breeding dependency all students, must learn through opportunities and experiences to
explore, establish personal goals, take risks, learn from consequences, become self-motivated, develop
positive self-esteem and gain control over their lives. Through our Learner-centered teaching Holistic
model that incorporates daily living, school, work, health, relationships, and recreation. Furthering to
support our students to exercise greater choice, self determination, and to engage in leadership
activities in their communities by enhancing their ability to regulate their own maturation, thought
processes, performance level, emotional states, and altering environmental conditions. We are
empowering our students and teaching the necessary learning skills essential to mastering material in
any discipline
STRATEGIES
● Form a special management team to administer each students Self Advocacy Plan
● Tracking Pre and Post test Key Performance Indicators on our Performance Management
Dashboard
● Hiring the best Educators to provide the highest level of instruction our budget allows
KEY PERFORMANCE INDICATORS
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Individual Education Plans
Organizational Capacity Scoring
The Perceptions of Educational Barriers Scale (PEB-R)
Perceived Academic Control Assessment
Self-Efficacy for Learning Assessment
PASCI Student Self-Concept Inventory
College- Going Outcome Expectation Scales
Number of Strategic Partnerships
Individual Goal Setting Toolkits
STRATEGIC GOAL
Advance student driven, learner-centered approaches to education
GOAL STATEMENT
Help create an education system where student-centered alternatives are available to everyone.
RATIONALE
The organized educational system is about compliance, accreditation and most of all, certifying the
students know how to obey. As Seth Godin, XYZ, noted: The culture of schooling as we all know it is
radically at odds with the culture of learning that produces innovators.
http://www.forbes.com/sites/ericaswallow/2012/04/25/creating-innovators/#7cf5f6103d7a
Schools are using too narrow a definition of intelligence and, worse, in their obsession with tests, are
actually educating children out of being creative. Ken Robinson “Do skills kill creativity”
Colleges are focused on teaching kids content, not on teaching them skills, and too many students are
focused on passing the multitude of tests in the multitude of classes they take, rather than really
learning. One of the best college grads I ever hired (a graduate of Dartmouth) majored in history. In his
job at ITIF (a technology policy think tank) he didn’t need to know history. What he needed to know
was how to think, how to write, how to speak intelligently, how to find information and make sense out
of it, how to argue coherently, and how to do basic math.
http://www.huffingtonpost.com/robert-d-atkinson-phd/the-failure-of-american-h_b_626289.html
The teetering behemoth of Industrial Civilization is literally crumbling around us. Accelerating decay is
becoming apparent everywhere: mounting job losses and financial ruin of families; bankruptcy of
nations, states, and municipalities; increased social atomization and break-down of communities; unchecked looting of both our natural and financial resources by rapacious corporate entities; debilitating
price-spikes and shortages of many key natural resources; a cresting of profound absurdity in the
political realm; and mounting environmental degradation coupled with an ominous incipient climatic
destabilization. What will arise from the ashes of industrial collapse?
http://www.educationrevolution.org/AERO_EdRev62.pdf
A report from the Spellings Commission (named for Margaret Spellings, then the U.S.
Secretary of Education). The report called for greater “transparency and accountability” in
colleges and universities that receive federal aid, and for “better data about real performance”
to allow students, parents, and policymakers to compare institutions on the basis of
measurable outcomes. According to the commission, such measures are needed in order to
determine if “the national investment in higher education is paying off.” The report was a
signal that “outcomes testing,” long used in elementary and secondary education, was about
to be introduced into higher education as well.
Colleges devote too many resources to luxurious dormitories, student centers, and expensive
athletic facilities
Universities entice potential students with all sorts of easy loan packages, hip orientations,
and perks like high-tech recreation centers and upscale dorms. On the backside of
graduation, such bait-and-switch attention vanishes when it is time to help departing students
find jobs. College often turns into a six-year experience. The unemployment rate of college
graduates is at near-record levels. Universities have either failed to convince employers that
English or history majors make ideal job candidates, or they have failed to ensure that such
bedrock majors can, in fact, speak, write, and reason well. RELATED: To Improve Higher
Education, Scale Back Federal Involvement The collective debt of college students and
graduates is more than $1 trillion. Such loans result from astronomical tuition costs that for
decades have spiked more rapidly than the rate of inflation. Today’s campuses have a higher
administrator-to-student ratio than ever before. Those who actually teach are now a minority
of university employees. Various expensive “centers” address student problems that once
were considered either private matters or well beyond the limited resources of the campus.
Finally, the federal government should hold universities fiscally accountable. The availability
of federal grants should be pegged to a college’s ability to hold annual tuition increases to the
rate of inflation.
Read more at: http://www.nationalreview.com/article/416673/modern-university-failingstudents-every-respect-victor-davis-hanson
Read more at: http://www.nationalreview.com/article/416673/modern-university-failingstudents-every-respect-victor-davis-hanson
1. Learner-centered teaching engages students in the hard, messy work of
learning.
I believe teachers are doing too many learning tasks for students. We ask the questions, we
call on students, we add detail to their answers. We offer the examples. We organize the
content. We do the preview and the review. On any given day, in most classes teachers are
working much harder than students. I’m not suggesting we never do these tasks, but I don’t
think students develop sophisticated learning skills without the chance to practice and in most
classrooms the teacher gets far more practice than the students.
2. Learner-centered teaching includes explicit skill instruction.
Learner-centered teachers teach students how to think, solve problems, evaluate evidence,
analyze arguments, generate hypotheses—all those learning skills essential to mastering
material in the discipline. They do not assume that students pick up these skills on their own,
automatically. A few students do, but they tend to be the students most like us and most
students aren’t that way. Research consistently confirms that learning skills develop faster if
they are taught explicitly along with the content.
3. Learner-centered teaching encourages students to reflect on what they are
learning and how they are learning it.
Learner-centered teachers talk about learning. In casual conversations, they ask students
what they are learning. In class they may talk about their own learning. They challenge
student assumptions about learning and encourage them to accept responsibility for decisions
they make about learning; like how they study for exams, when they do assigned reading,
whether they revise their writing or check their answers. Learner-centered teachers include
assignment components in which students reflect, analyze and critique what they are learning
and how they are learning it. The goal is to make students aware of themselves as learners and
to make learning skills something students want to develop.
4. Learner-centered teaching motivates students by giving them some control over
learning processes.
I believe that teachers make too many of the decisions about learning for students. Teachers
decide what students should learn, how they learn it, the pace at which they learn, the
conditions under which they learn and then teachers determine whether students have
learned. Students aren’t in a position to decide what content should be included in the course
or which textbook is best, but when teachers make all the decisions, the motivation to learn
decreases and learners become dependent. Learner-centered teachers search out ethically
responsible ways to share power with students. They might give students some choice about
which assignments they complete. They might make classroom policies something students
can discuss. They might let students set assignment deadlines within a given time window.
They might ask students to help create assessment criteria.
5. Learner-centered teaching encourages collaboration.
It sees classrooms (online or face-to-face) as communities of learners. Learner-centered
teachers recognize, and research consistently confirms, that students can learn from and with
each other. Certainly the teacher has the expertise and an obligation to share it, but teachers
can learn from students as well. Learner-centered teachers work to develop structures that
promote shared commitments to learning. They see learning individually and collectively as
the most important goal of any educational experience.
As lined out in his book, The Global Achievement Gap, that set of core competencies
that every student must master before the end of high school is:
– Critical thinking and problem solving (the ability to ask the right questions)
– Collaboration across networks and leading by influence
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