As Point seeks new models to accelerate growth, serve more students, and meet the social impact goals of our funding partners, we are interested in developing a model for administering scholarships similar to that of some of our peer organizations. Currently, Point supporters donate money to one of three Point scholarships. However, this model is proving to bee too rigid for some partners as they often desire different parameters and programmatic elements than what our current scholarships offer. Point partners are looking for a way to fund a scholarship and then select programmatic offerings "ala carte" to be given to the recipient of their scholarship. For example, a funder might want to support a scholarship that offers funding with additional supports like mentoring and career services while forgoing having their scholar participate in our national leadership conference. Therefore, the question we are facing is how does Point “productize” its different financial and programmatic offerings with the goal of adopting a dynamic business model (administered scholarships)? 

Research models used by other organizations, financial analysis of current programmatic elements tied to each scholarship, cost breakdowns, overhead calculations, business model development, pilot program design

If by the end of this partnership Point had a new business model that allowed us to more effectively meet the philanthropic needs of our funding partners while serving more students, we could consider that a success.