TWB's strategic plan for 2010-2011 aimed to scale programs and impacts, extend visibility, lead in open educational resources, and accelerate global reach. Key goals included expanding flagship programs; partnering with organizations like Hewlett Foundation and Ministries of Education; developing a revenue model for its online Toolset; and increasing its global user base to 200,000 teachers by 2011. The plan also sought to build long-term strategic partnerships, diversify revenue streams from grants to memberships and corporate initiatives, and become financially self-sustaining.
TWB's strategic plan for 2010-2011 aimed to scale programs and impacts, extend visibility, lead in open educational resources, and accelerate global reach. Key goals included expanding flagship programs; partnering with organizations like Hewlett Foundation and Ministries of Education; developing a revenue model for its online Toolset; and increasing its global user base to 200,000 teachers by 2011. The plan also sought to build long-term strategic partnerships, diversify revenue streams from grants to memberships and corporate initiatives, and become financially self-sustaining.
TWB's strategic plan for 2010-2011 aimed to scale programs and impacts, extend visibility, lead in open educational resources, and accelerate global reach. Key goals included expanding flagship programs; partnering with organizations like Hewlett Foundation and Ministries of Education; developing a revenue model for its online Toolset; and increasing its global user base to 200,000 teachers by 2011. The plan also sought to build long-term strategic partnerships, diversify revenue streams from grants to memberships and corporate initiatives, and become financially self-sustaining.
TWB's strategic plan for 2010-2011 aimed to scale programs and impacts, extend visibility, lead in open educational resources, and accelerate global reach. Key goals included expanding flagship programs; partnering with organizations like Hewlett Foundation and Ministries of Education; developing a revenue model for its online Toolset; and increasing its global user base to 200,000 teachers by 2011. The plan also sought to build long-term strategic partnerships, diversify revenue streams from grants to memberships and corporate initiatives, and become financially self-sustaining.
Scale our Programs and Impacts Extend TWB’s Visibility
TWB’s High-Tech, High-Touch, High-Quality approach Major global channels and teaching networks Flagship Programs Reach, Impact, and Leverage • Certificate of Teaching Mastery • Global Creative Leadership Summit • Emergency Education • William and Flora Hewlett Foundation • TWB Toolset • Cisco Public Investment Benefit Group • Voice of Teachers Journal • Ministries of Education • Voice of Teachers Radio (Nigeria) • Organization of American States • Peace Education • Carnegie Foundation for the Advancement of Teaching
Lead in Open Educational Resources Accelerate Global Reach
From pilots and one-off projects to a revenue model 200,000 In 2011: Opportunities for acceleration TWB Toolset Feature Set • Extended visibility • Technology adoption • Modular, curated group spaces • Diversified revenue • Multilingual media • Strategic partnerships • Content-driven communities • Courses • Mobile registration/evaluation
Partnerships Prospects Options for TWB’s institutional pillars From small number of grantors to an engine of growth Emerging New Revenues • Large membership organizations • Corporate CAE initiatives • Federal grants • University networks • Speaking engagements • A blended scenario • Public campaigns • Toolset licensing • Consulting
Teachers Without Borders | Annual Report 2010 | Page 05