Proposes 13 page edits — org/atlas-network/vivid-vision-2026-2028 ….

+ ## Key points
+ 
+ - Given to Atlas Network team members in January 2026 to create alignment about what will be achieved together by the end of 2028.
+ - Modeled on Cameron Herold's book Vivid Vision, which argues organizations succeed only when there is shared understanding of what success looks like.
+ - Sits between the Board-set org/atlas-network/north-stars-2026-2030 (set through 2030) and the annually-set Operating Plan of Big Strides, Big Rocks, and Performance Metrics.
+ - Provides clarity on the free society, why this moment in history is high-stakes, why the cause is just and the model works, and how the CCC strategy accelerates success within the Freedom Movement.
+ - Describes December 2028 excellence across three divisions: CCC programs as an integrated system, Advancement aligning Development and MarCom, and Operations enabling high performance through scalable systems.
+ - Underpinned by a culture defined by learning, zero-based budgeting, and core values including integrity, humility, and excellence.
+ 
+ ## Detail
+ 
+ The cover page presents a three-tier strategic hierarchy in stacked boxes: **North Stars** (over-arching board-set goals through 2030), **Vivid Vision** (a three-year CEO-authored outlook on what success looks like, set through 2028), and **Operating Plan** (management's annually-set Big Strides, Big Rocks, and Performance Metrics).
+ 
+ <cite index="1-16">The first sections emphasize that Atlas Network is at a stage that requires disciplined focus to scale what is working for achieving its mission.</cite> <cite index="1-22">Together, the Vivid Vision elements provide a shared blueprint for how all teams of Atlas Network will contribute to achieving major impacts over the next three years.</cite>
+ 
+ The document sections detail the three divisions (org/atlas-network/programs-division-2028-vision, org/atlas-network/advancement-division-2028-vision, org/atlas-network/operations-division-2028-vision) and Culture and Character elements (concepts/learning-organization, concepts/zero-based-budgeting, org/atlas-network/core-principles).

Key points

• Given to Atlas Network team members in January 2026 to create alignment about what will be achieved together by the end of 2028.
• Modeled on Cameron Herold's book Vivid Vision, which argues organizations succeed only when there is shared understanding of what success looks like.
• Sits between the Board-set org/atlas-network/north-stars-2026-2030 (set through 2030) and the annually-set Operating Plan of Big Strides, Big Rocks, and Performance Metrics.
• Provides clarity on the free society, why this moment in history is high-stakes, why the cause is just and the model works, and how the CCC strategy accelerates success within the Freedom Movement.
• Describes December 2028 excellence across three divisions: CCC programs as an integrated system, Advancement aligning Development and MarCom, and Operations enabling high performance through scalable systems.
• Underpinned by a culture defined by learning, zero-based budgeting, and core values including integrity, humility, and excellence.

Detail

The cover page presents a three-tier strategic hierarchy in stacked boxes: North Stars (over-arching board-set goals through 2030), Vivid Vision (a three-year CEO-authored outlook on what success looks like, set through 2028), and Operating Plan (management's annually-set Big Strides, Big Rocks, and Performance Metrics).

<cite index="1-16">The first sections emphasize that Atlas Network is at a stage that requires disciplined focus to scale what is working for achieving its mission.</cite> <cite index="1-22">Together, the Vivid Vision elements provide a shared blueprint for how all teams of Atlas Network will contribute to achieving major impacts over the next three years.</cite>

The document sections detail the three divisions (org/atlas-network/programs-division-2028-vision, org/atlas-network/advancement-division-2028-vision, org/atlas-network/operations-division-2028-vision) and Culture and Character elements (concepts/learning-organization, concepts/zero-based-budgeting, org/atlas-network/core-principles).

+ ## Key points
+ 
+ - **North Star #1:** Atlas Network represents the most effective philanthropic solution for advancing the ideas and institutions of the free society.
+ - **North Star #2:** The concepts/coach-compete-celebrate model accelerates partner success by helping them discover entrepreneurial aptitude.
+ - **North Star #3:** Atlas Network's role in the network is clear and inspiring to key audiences.
+ - **North Star #4:** Atlas Network attracts and retains a mission-aligned and diverse set of nongovernmental funders.
+ - **North Star #5:** Atlas Network exemplifies excellence in governance, internal systems, financial prudence, and culture.
+ 
+ ## Detail
+ 
+ <cite index="1-13">Atlas Network is guided by five board-approved North Stars, which focus its mission to advance global prosperity by strengthening a network of independent, locally led organizations that promote individual freedom.</cite>
+ 
+ ### Mission and Vision context
+ 
+ <cite index="1-24">Mission: Atlas Network increases global prosperity by strengthening a network of independent partner organizations that promote individual freedom and are committed to identifying and removing barriers to human flourishing.</cite>
+ 
+ <cite index="1-25">Vision: A free, prosperous, and peaceful world where the principles of individual liberty, property rights, limited government, and free markets are secured by the rule of law.</cite>
+ 
+ ### Governance context
+ 
+ The North Stars were established by the Board of Directors and set through 2030. The org/atlas-network/vivid-vision-2026-2028 operates as a three-year outlook for staying true to pursuing these North Stars.
+ 
+ ### On "the free society"
+ 
+ <cite index="1-36,1-37">The formulation "free society" was chosen because most ideological labels are understood differently in different locations; per the Vision statement, the free society exists where "the principles of individual liberty, property rights, limited government, and free markets are secured by the rule of law."</cite>
+ 
+ <cite index="1-38">Atlas Network takes a humble approach and defers to the judgment of local partners, including those in the United States, to set strategic priorities according to their own assessments of the landscape.</cite>
+ 
+ <cite index="1-40,1-41,1-42">Atlas Network does not partner with political or partisan organizations, does not partner with groups that foment a 'culture war' that brings divisiveness inside the community, and prioritizes partners that work in good faith, and with professionalism and civility, to popularize and implement the principles of the free society.</cite>

Key points

• North Star #1: Atlas Network represents the most effective philanthropic solution for advancing the ideas and institutions of the free society.
• North Star #2: The concepts/coach-compete-celebrate model accelerates partner success by helping them discover entrepreneurial aptitude.
• North Star #3: Atlas Network's role in the network is clear and inspiring to key audiences.
• North Star #4: Atlas Network attracts and retains a mission-aligned and diverse set of nongovernmental funders.
• North Star #5: Atlas Network exemplifies excellence in governance, internal systems, financial prudence, and culture.

Detail

<cite index="1-13">Atlas Network is guided by five board-approved North Stars, which focus its mission to advance global prosperity by strengthening a network of independent, locally led organizations that promote individual freedom.</cite>

Mission and Vision context

<cite index="1-24">Mission: Atlas Network increases global prosperity by strengthening a network of independent partner organizations that promote individual freedom and are committed to identifying and removing barriers to human flourishing.</cite>

<cite index="1-25">Vision: A free, prosperous, and peaceful world where the principles of individual liberty, property rights, limited government, and free markets are secured by the rule of law.</cite>

Governance context

The North Stars were established by the Board of Directors and set through 2030. The org/atlas-network/vivid-vision-2026-2028 operates as a three-year outlook for staying true to pursuing these North Stars.

On "the free society"

<cite index="1-36,1-37">The formulation "free society" was chosen because most ideological labels are understood differently in different locations; per the Vision statement, the free society exists where "the principles of individual liberty, property rights, limited government, and free markets are secured by the rule of law."</cite>

<cite index="1-38">Atlas Network takes a humble approach and defers to the judgment of local partners, including those in the United States, to set strategic priorities according to their own assessments of the landscape.</cite>

<cite index="1-40,1-41,1-42">Atlas Network does not partner with political or partisan organizations, does not partner with groups that foment a 'culture war' that brings divisiveness inside the community, and prioritizes partners that work in good faith, and with professionalism and civility, to popularize and implement the principles of the free society.</cite>

+ ## Key points
+ 
+ - Trademarked three-phase strategy: Coach → Compete → Celebrate, forming a continuous cycle.
+ - The visual diagram on page 9 depicts three circular icons connected in a loop: a **Coach** icon (person at a chalkboard) with arrow "Prepare for success" to **Compete** (a medal), then "Earn funds for innovation" to **Celebrate** (clinking glasses), then "Big wins fuel bigger ambitions" back to Coach.
+ - Informed by social psychology and innovation-diffusion research (Abrahamson & Rosenkopf 1997).
+ - Provides non-profit leaders a sense of "relative position" that private-sector leaders receive via profit-and-loss signals.
+ - Pulls freedom-movement leaders from a "small pond" of local operation into a "bigger pond of high-performing peers."
+ 
+ ## The three phases
+ 
+ **Coach** — <cite index="1-102">Atlas Network makes it easy to discern what strategies are working within the network, so organizations can prepare themselves for success.</cite> Delivered via Atlas Network Academy — theory of change and Atlas Network Partner Consulting.
+ 
+ **Compete** — <cite index="1-103">Atlas Network incentivizes groups to develop innovative projects and allocates scarce funds to let them give it a go.</cite> Delivered via grants and awards including Smart Bets — FY2026.
+ 
+ **Celebrate** — <cite index="1-104">Atlas Network puts a spotlight on big successes so that they fuel even bigger ambitions in the ranks of the freedom movement.</cite> Delivered via Liberty Forum & Freedom Dinner — FY2026 and awards like Templeton.
+ 
+ ## Why the strategy works
+ 
+ <cite index="1-114,1-115">Those who work for freedom outside the orbit of Atlas Network may perceive themselves as big fish because they operate in a small pond; the CCC strategy pulls the freedom movement's leaders into a bigger pond of high-performing peers to motivate them to pursue more ambitious goals and be better prepared to achieve them.</cite>
+ 
+ ## Program design elements
+ 
+ <cite index="1-127,1-129,1-131">All CCC programs share three strategic elements: Self-selection (rewarding partners who demonstrate "skin in the game"), Differentiation (putting a fine point on top performers without denigrating others), and Network building (creating peer relationships that accelerate adoption of innovations).</cite>
+ 
+ <cite index="1-121,1-122">Importantly, Atlas Network does not set out to provide all organizations with everything they want or need; the most important reason is that it does not work</cite> — a lesson cited from the Think Tank Initiative's Final Report.

Key points

• Trademarked three-phase strategy: Coach → Compete → Celebrate, forming a continuous cycle.
• The visual diagram on page 9 depicts three circular icons connected in a loop: a Coach icon (person at a chalkboard) with arrow "Prepare for success" to Compete (a medal), then "Earn funds for innovation" to Celebrate (clinking glasses), then "Big wins fuel bigger ambitions" back to Coach.
• Informed by social psychology and innovation-diffusion research (Abrahamson & Rosenkopf 1997).
• Provides non-profit leaders a sense of "relative position" that private-sector leaders receive via profit-and-loss signals.
• Pulls freedom-movement leaders from a "small pond" of local operation into a "bigger pond of high-performing peers."

The three phases

Coach — <cite index="1-102">Atlas Network makes it easy to discern what strategies are working within the network, so organizations can prepare themselves for success.</cite> Delivered via Atlas Network Academy — theory of change and Atlas Network Partner Consulting.

Compete — <cite index="1-103">Atlas Network incentivizes groups to develop innovative projects and allocates scarce funds to let them give it a go.</cite> Delivered via grants and awards including Smart Bets — FY2026.

Celebrate — <cite index="1-104">Atlas Network puts a spotlight on big successes so that they fuel even bigger ambitions in the ranks of the freedom movement.</cite> Delivered via Liberty Forum & Freedom Dinner — FY2026 and awards like Templeton.

Why the strategy works

<cite index="1-114,1-115">Those who work for freedom outside the orbit of Atlas Network may perceive themselves as big fish because they operate in a small pond; the CCC strategy pulls the freedom movement's leaders into a bigger pond of high-performing peers to motivate them to pursue more ambitious goals and be better prepared to achieve them.</cite>

Program design elements

<cite index="1-127,1-129,1-131">All CCC programs share three strategic elements: Self-selection (rewarding partners who demonstrate "skin in the game"), Differentiation (putting a fine point on top performers without denigrating others), and Network building (creating peer relationships that accelerate adoption of innovations).</cite>

<cite index="1-121,1-122">Importantly, Atlas Network does not set out to provide all organizations with everything they want or need; the most important reason is that it does not work</cite> — a lesson cited from the Think Tank Initiative's Final Report.

+ ## Key points
+ 
+ - Shorthand for the community devoted to expanding human liberty as a means of solving social problems.
+ - Atlas Network published a monograph of the same name providing history and contemporary challenges.
+ - Used throughout Atlas Network strategy documents including the org/atlas-network/vivid-vision-2026-2028.
+ 
+ ## Detail
+ 
+ <cite index="1-100">Atlas Network uses the phrase "the freedom movement" as a short-hand term for the community of people who devote time and resources to solving social problems through the expansion of human liberty.</cite>
+ 
+ The concepts/coach-compete-celebrate strategy is Atlas Network's model for accelerating success within this movement.

Key points

• Shorthand for the community devoted to expanding human liberty as a means of solving social problems.
• Atlas Network published a monograph of the same name providing history and contemporary challenges.
• Used throughout Atlas Network strategy documents including the org/atlas-network/vivid-vision-2026-2028.

Detail

<cite index="1-100">Atlas Network uses the phrase "the freedom movement" as a short-hand term for the community of people who devote time and resources to solving social problems through the expansion of human liberty.</cite>

The concepts/coach-compete-celebrate strategy is Atlas Network's model for accelerating success within this movement.

+ ## Key points
+ 
+ - Localization limits outside-donor influence so change is led by those who live with its results.
+ - Universal ideals require locally-fit institutions; no single exportable blueprint exists.
+ - Explicitly contrasted with The Washington Consensus / top-down expert approaches.
+ - Cross-border learning framed as "ever-better fit," not "best practices."
+ - Underpins Atlas Network's decentralized model.
+ 
+ ## Detail
+ 
+ <cite index="1-83,1-84,1-85,1-86">In free societies, non-governmental civil society organizations can play powerful roles in leading social change and curbing abuses of power. Independent think tanks especially can have a disproportionate impact on the shape of public policies that affect citizens at scale. Atlas Network's strategy of aiding local independent think tanks is a great example of "localization" in philanthropy – a term for limiting the influence of outside donors, since social change should be led by those who will live with the results.</cite>
+ 
+ <cite index="1-87">In countries where non-governmental civil society organizations are restricted, there is still often room for the spread of ideas and practices that can move them in the direction of greater freedom for all.</cite>
+ 
+ <cite index="1-80,1-81">Local knowledge, insights, and leadership are essential to the cause Atlas Network advances; it is morally right for countries to exercise self-determination rather than be subject to the designs of outside experts, and it is the most reliable way to discover navigable paths to securing liberty.</cite>
+ 
+ This concept is core to org/atlas-network/north-stars-2026-2030 North Star #1.

Key points

• Localization limits outside-donor influence so change is led by those who live with its results.
• Universal ideals require locally-fit institutions; no single exportable blueprint exists.
• Explicitly contrasted with The Washington Consensus / top-down expert approaches.
• Cross-border learning framed as "ever-better fit," not "best practices."
• Underpins Atlas Network's decentralized model.

Detail

<cite index="1-83,1-84,1-85,1-86">In free societies, non-governmental civil society organizations can play powerful roles in leading social change and curbing abuses of power. Independent think tanks especially can have a disproportionate impact on the shape of public policies that affect citizens at scale. Atlas Network's strategy of aiding local independent think tanks is a great example of "localization" in philanthropy – a term for limiting the influence of outside donors, since social change should be led by those who will live with the results.</cite>

<cite index="1-87">In countries where non-governmental civil society organizations are restricted, there is still often room for the spread of ideas and practices that can move them in the direction of greater freedom for all.</cite>

<cite index="1-80,1-81">Local knowledge, insights, and leadership are essential to the cause Atlas Network advances; it is morally right for countries to exercise self-determination rather than be subject to the designs of outside experts, and it is the most reliable way to discover navigable paths to securing liberty.</cite>

This concept is core to org/atlas-network/north-stars-2026-2030 North Star #1.

+ ## Key points
+ 
+ - Programs operate as an integrated CCC system, not as silos.
+ - Visible partner progression across stages of development.
+ - Smart Bets grantees serve as evidence of network-wide impact.
+ - Prioritization is calibrated to demonstrated promise, not equal distribution.
+ - Warm to all applicants; unapologetic about selectivity.
+ 
+ ## Investment calibration
+ 
+ <cite index="1-132,1-133,1-134,1-135">Atlas Network's investment of time and resources is calibrated based on demonstrated promise. Organizations across the network exist at different stages: high-performing innovators, others striving to reach that place, and others lagging behind because of mistakes or complacency. Movement between those stages is expected; Atlas Network's responsibility is to assess where partners are and to invest where excellence, potential, and willingness to learn are seen.</cite>
+ 
+ ## Sub-teams (2028 vision)
+ 
+ ### Coach
+ - Atlas Network Academy — theory of change — <cite index="1-146">Atlas Network Academy (ANA) delivers transformational learning and personal growth experiences for staff of partner organizations.</cite>
+ - **Atlas Network Partner Consulting (ANPC)** — <cite index="1-152,1-153,1-154">helps organizations take on their biggest and thorniest challenges, earns and preserves partner trust despite the donor power dynamic, and has seamless and efficient pipeline systems.</cite>
+ - **Executive-level partner summits** — <cite index="1-156">regarded by top network talent as "can't miss" annual experiences for candid dialogue and transformational relationship-building.</cite>
+ 
+ ### Compete
+ - **Grants and Awards team** — <cite index="1-158,1-159">invites partners to demonstrate ambition and capacity; Atlas Network believes transparent, good-natured competition through grants awards is a powerful way to reward excellence and raise expectations.</cite>
+ - <cite index="1-161,1-162">Improved internal systems allow regional grant managers to efficiently manage portfolios while "running alongside" key grantees with high-touch support.</cite>
+ - **Network Outreach team** — <cite index="1-163,1-164,1-165,1-166">ensures partnership and program-participation criteria are clear to internal staff, understandable, consistent, and fair; creates a sense of community, broadens the talent bench, and ensures consistent follow-up on connections.</cite>
+ - <cite index="1-167,1-168">The results are so impressive that other grantmakers seek input from the team, and an increasing number of donors give unrestricted support so the grantmaking budget can grow year to year.</cite>
+ 
+ ### Celebrate
+ - Liberty Forum & Freedom Dinner — FY2026 — <cite index="1-169,1-170">Liberty Forum events across the world recognize leaders, organizations, and initiatives that most successfully translate ideas about freedom into meaningful results.</cite>
+ - <cite index="1-173">Liberty Forums are co-created with trusted organizations within the network, so partners consistently rate the programs as highly relevant to their needs.</cite>
+ - <cite index="1-175,1-176">Donors and partners are consistently thrilled by the professionalism, attention to detail, and collegiality of events; many organizations consider Atlas Network's events the benchmark for excellence.</cite>

Key points

• Programs operate as an integrated CCC system, not as silos.
• Visible partner progression across stages of development.
• Smart Bets grantees serve as evidence of network-wide impact.
• Prioritization is calibrated to demonstrated promise, not equal distribution.
• Warm to all applicants; unapologetic about selectivity.

Investment calibration

<cite index="1-132,1-133,1-134,1-135">Atlas Network's investment of time and resources is calibrated based on demonstrated promise. Organizations across the network exist at different stages: high-performing innovators, others striving to reach that place, and others lagging behind because of mistakes or complacency. Movement between those stages is expected; Atlas Network's responsibility is to assess where partners are and to invest where excellence, potential, and willingness to learn are seen.</cite>

Sub-teams (2028 vision)

Coach

• Atlas Network Academy — theory of change — <cite index="1-146">Atlas Network Academy (ANA) delivers transformational learning and personal growth experiences for staff of partner organizations.</cite>
• Atlas Network Partner Consulting (ANPC) — <cite index="1-152,1-153,1-154">helps organizations take on their biggest and thorniest challenges, earns and preserves partner trust despite the donor power dynamic, and has seamless and efficient pipeline systems.</cite>
• Executive-level partner summits — <cite index="1-156">regarded by top network talent as "can't miss" annual experiences for candid dialogue and transformational relationship-building.</cite>

Compete

• Grants and Awards team — <cite index="1-158,1-159">invites partners to demonstrate ambition and capacity; Atlas Network believes transparent, good-natured competition through grants awards is a powerful way to reward excellence and raise expectations.</cite>
• <cite index="1-161,1-162">Improved internal systems allow regional grant managers to efficiently manage portfolios while "running alongside" key grantees with high-touch support.</cite>
• Network Outreach team — <cite index="1-163,1-164,1-165,1-166">ensures partnership and program-participation criteria are clear to internal staff, understandable, consistent, and fair; creates a sense of community, broadens the talent bench, and ensures consistent follow-up on connections.</cite>
• <cite index="1-167,1-168">The results are so impressive that other grantmakers seek input from the team, and an increasing number of donors give unrestricted support so the grantmaking budget can grow year to year.</cite>

Celebrate

• Liberty Forum & Freedom Dinner — FY2026 — <cite index="1-169,1-170">Liberty Forum events across the world recognize leaders, organizations, and initiatives that most successfully translate ideas about freedom into meaningful results.</cite>
• <cite index="1-173">Liberty Forums are co-created with trusted organizations within the network, so partners consistently rate the programs as highly relevant to their needs.</cite>
• <cite index="1-175,1-176">Donors and partners are consistently thrilled by the professionalism, attention to detail, and collegiality of events; many organizations consider Atlas Network's events the benchmark for excellence.</cite>

+ ## Key points
+ 
+ - Development and MarCom operate as a coordinated funnel: MarCom acquires and warms, Development converts and retains.
+ - Donor-base stability by 2028 is measured by growth in seven-figure, six-figure, $25k+, Atlas Club ($1k+), and Fisher Legacy Society tiers.
+ - City Clubs established in ten communities.
+ - MarCom shifts from standalone content to donor-purpose-driven production.
+ - Five story types drive content strategy.
+ 
+ ## Development (2028 vision)
+ 
+ <cite index="1-182,1-183,1-185,1-186">The organization is able to budget with confidence because of increased stability with the donor base, as a function of having increased: the number of seven-figure donors who reliably support Atlas Network; middle tiers of $25k+ and six-figure donors; ranks of Atlas Club members that support general operations annually with $1k or more; and Fisher Legacy Society membership.</cite>
+ 
+ <cite index="1-187,1-188">Expanded donor communications capabilities have contributed to higher retention rates within various classes of donors, and annual revenue projections have grown increasingly accurate, supported by stronger donor relationships and improved data on giving patterns.</cite>
+ 
+ <cite index="1-189">Atlas Network inspires loyalty among its most engaged donors by demonstrating how the results of their support are driven by the Coach, Compete, Celebrate® strategic model.</cite>
+ 
+ <cite index="1-190,1-191">Many supporters now rank Atlas Network among their top philanthropic priorities, reflecting confidence in governance, financial management, and results — a confidence that continues to attract new donors and institutional partners.</cite>
+ 
+ ### Donor tiers referenced
+ - Seven-figure donors
+ - Six-figure donors
+ - $25k+ donors
+ - Atlas Club ($1k+ annual, general operations)
+ - Fisher Legacy Society (planned giving)
+ - City Clubs — <cite index="1-192">small-scale events held at least annually where there is a critical mass of donors, taken root in ten communities by 2028.</cite>
+ 
+ ## Marketing & Communications (2028 vision)
+ 
+ <cite index="1-193,1-194,1-195">MarCom makes Atlas Network's mission understandable and inspiring for new and existing audiences, including network-side beneficiaries of CCC programming, but especially measures success by (1) attracting new donors aligned with the mission, (2) strengthening confidence among first-time givers so they give again, and (3) improving retention of existing donors.</cite>
+ 
+ <cite index="1-196,1-197,1-198">The MarCom team has evolved from producing standalone content to ensuring that (before production begins) every important story is developed with a defined donor purpose — acquisition, onboarding, retention, or upgrade — a discipline that reduces unused content and ensures staff time is invested in assets that advance donor outcomes.</cite>
+ 
+ ### Story types
+ See concepts/marcom-story-types for detail on Rising Stars, Proven Leaders, Worthy Aims, Big Wins, and Hot Topics.
+ 
+ <cite index="1-211">In 2028, Atlas Network is proud of how its donor-facing web site, flagship magazine, and ad campaigns are integrated into a cohesive strategy that continues to drive down the cost of acquiring emails and converting those with giving capacity into donors.</cite>
+ 
+ <cite index="1-212,1-213">MarCom operates with an integrated planning process that aligns content production, multichannel distribution, and donor communications calendars, allowing the team to anticipate needs, sequence stories intentionally, and coordinate with Development well in advance of major campaigns and donor moments.</cite>

Key points

• Development and MarCom operate as a coordinated funnel: MarCom acquires and warms, Development converts and retains.
• Donor-base stability by 2028 is measured by growth in seven-figure, six-figure, $25k+, Atlas Club ($1k+), and Fisher Legacy Society tiers.
• City Clubs established in ten communities.
• MarCom shifts from standalone content to donor-purpose-driven production.
• Five story types drive content strategy.

Development (2028 vision)

<cite index="1-182,1-183,1-185,1-186">The organization is able to budget with confidence because of increased stability with the donor base, as a function of having increased: the number of seven-figure donors who reliably support Atlas Network; middle tiers of $25k+ and six-figure donors; ranks of Atlas Club members that support general operations annually with $1k or more; and Fisher Legacy Society membership.</cite>

<cite index="1-187,1-188">Expanded donor communications capabilities have contributed to higher retention rates within various classes of donors, and annual revenue projections have grown increasingly accurate, supported by stronger donor relationships and improved data on giving patterns.</cite>

<cite index="1-189">Atlas Network inspires loyalty among its most engaged donors by demonstrating how the results of their support are driven by the Coach, Compete, Celebrate® strategic model.</cite>

<cite index="1-190,1-191">Many supporters now rank Atlas Network among their top philanthropic priorities, reflecting confidence in governance, financial management, and results — a confidence that continues to attract new donors and institutional partners.</cite>

Donor tiers referenced

• Seven-figure donors
• Six-figure donors
• $25k+ donors
• Atlas Club ($1k+ annual, general operations)
• Fisher Legacy Society (planned giving)
• City Clubs — <cite index="1-192">small-scale events held at least annually where there is a critical mass of donors, taken root in ten communities by 2028.</cite>

Marketing & Communications (2028 vision)

<cite index="1-193,1-194,1-195">MarCom makes Atlas Network's mission understandable and inspiring for new and existing audiences, including network-side beneficiaries of CCC programming, but especially measures success by (1) attracting new donors aligned with the mission, (2) strengthening confidence among first-time givers so they give again, and (3) improving retention of existing donors.</cite>

<cite index="1-196,1-197,1-198">The MarCom team has evolved from producing standalone content to ensuring that (before production begins) every important story is developed with a defined donor purpose — acquisition, onboarding, retention, or upgrade — a discipline that reduces unused content and ensures staff time is invested in assets that advance donor outcomes.</cite>

Story types

See concepts/marcom-story-types for detail on Rising Stars, Proven Leaders, Worthy Aims, Big Wins, and Hot Topics.

<cite index="1-211">In 2028, Atlas Network is proud of how its donor-facing web site, flagship magazine, and ad campaigns are integrated into a cohesive strategy that continues to drive down the cost of acquiring emails and converting those with giving capacity into donors.</cite>

<cite index="1-212,1-213">MarCom operates with an integrated planning process that aligns content production, multichannel distribution, and donor communications calendars, allowing the team to anticipate needs, sequence stories intentionally, and coordinate with Development well in advance of major campaigns and donor moments.</cite>

+ ## Key points
+ 
+ - Four core types organized by subject: two about **individuals** (Rising Stars, Proven Leaders), two about **organizations/projects** (Worthy Aims, Big Wins).
+ - A fifth type (Hot Topics) is used with tight guardrails.
+ - Common denominator across the core four: they emphasize the sense of community that Atlas Network builds.
+ 
+ ## The story types
+ 
+ ### About individuals
+ 
+ **Rising Stars** — <cite index="1-200,1-201">Stories on the best performing individuals in the freedom movement, drawing appropriate connections to their participation in Atlas Network programs; Rising Stars have used ANA to develop their skillsets in preparation of taking on ambitious new projects.</cite>
+ 
+ **Proven Leaders** — <cite index="1-202">Recognizable and respected faces within the freedom movement, whose enthusiasm for Atlas Network participation conveys the impact being had.</cite>
+ 
+ ### About organizations and projects
+ 
+ **Worthy Aims** — <cite index="1-203">The ambitions of grantees who are in pursuit of success but who often face adversity.</cite>
+ 
+ **Big Wins** — <cite index="1-204">Significant achievements by groups in the network, whether in popularizing the ideas of freedom or securing institutional or legal changes that offer more freedom and equality under the law by reducing coercive authority over people's lives.</cite>
+ 
+ ### Community denominator
+ 
+ <cite index="1-205,1-206">One common denominator to the four core story types is that they emphasize the sense of community Atlas Network builds and within which freedom movement successes take place; having a chance to join a community of people who live with purpose and hope for the future is what inspires donors to prioritize engagement with Atlas Network.</cite>
+ 
+ ### Hot Topics
+ 
+ <cite index="1-207,1-208,1-209">A final story type addresses Hot Topics that define the community in relationship to newsworthy and historically significant events. Such stories are helpful for attracting prospective donors and for strengthening the sense of meaning donors derive from their association with Atlas Network. Atlas Network maintains tight guardrails on what kind of Hot Topics are incorporated into messaging, recognizing that this can challenge efforts to help audiences understand what Atlas Network actually does.</cite>

Key points

• Four core types organized by subject: two about individuals (Rising Stars, Proven Leaders), two about organizations/projects (Worthy Aims, Big Wins).
• A fifth type (Hot Topics) is used with tight guardrails.
• Common denominator across the core four: they emphasize the sense of community that Atlas Network builds.

The story types

About individuals

Rising Stars — <cite index="1-200,1-201">Stories on the best performing individuals in the freedom movement, drawing appropriate connections to their participation in Atlas Network programs; Rising Stars have used ANA to develop their skillsets in preparation of taking on ambitious new projects.</cite>

Proven Leaders — <cite index="1-202">Recognizable and respected faces within the freedom movement, whose enthusiasm for Atlas Network participation conveys the impact being had.</cite>

About organizations and projects

Worthy Aims — <cite index="1-203">The ambitions of grantees who are in pursuit of success but who often face adversity.</cite>

Big Wins — <cite index="1-204">Significant achievements by groups in the network, whether in popularizing the ideas of freedom or securing institutional or legal changes that offer more freedom and equality under the law by reducing coercive authority over people's lives.</cite>

Community denominator

<cite index="1-205,1-206">One common denominator to the four core story types is that they emphasize the sense of community Atlas Network builds and within which freedom movement successes take place; having a chance to join a community of people who live with purpose and hope for the future is what inspires donors to prioritize engagement with Atlas Network.</cite>

Hot Topics

<cite index="1-207,1-208,1-209">A final story type addresses Hot Topics that define the community in relationship to newsworthy and historically significant events. Such stories are helpful for attracting prospective donors and for strengthening the sense of meaning donors derive from their association with Atlas Network. Atlas Network maintains tight guardrails on what kind of Hot Topics are incorporated into messaging, recognizing that this can challenge efforts to help audiences understand what Atlas Network actually does.</cite>

+ ## Key points
+ 
+ - Operations "scales the mission" rather than merely supporting it.
+ - Proactive posture — anticipate needs, prevent bottlenecks, minimize fire drills.
+ - Balance minimizing bureaucracy with recognition that thoughtful processes and controls are sometimes essential.
+ - Finance provides real-time data enabling better leadership decisions.
+ - Partner organizations request to learn from Atlas Network Operations.
+ 
+ ## Posture and style
+ 
+ <cite index="1-224,1-225">Operations is a steward of trust, time, and resources — ensuring the right work happens with the right systems, efficiently, transparently, and in support of the mission.</cite>
+ 
+ <cite index="1-226,1-227,1-228">The team anticipates needs, prevents bottlenecks, and minimizes fire drills by staying close to internal customers and continuously improving how it works. Its posture is proactive — not reactive. When guidance is needed, it responds with clarity, speed, and calm competence.</cite>
+ 
+ <cite index="1-229,1-230,1-231,1-232">Whether supporting hiring decisions, rolling out a new software solution, or preparing financial reports, Operations brings structure that empowers. It minimizes bureaucracy while recognizing that thoughtful processes and controls are sometimes essential to protect the organization and advance the mission. Its systems are trusted, flexible, and scalable — adopted by staff not out of obligation, but because they help people succeed.</cite>
+ 
+ ## 2028 excellence markers
+ 
+ - Reports accurate and on time; no last-minute scrambles.
+ - Systems scaled with organizational growth.
+ - Automations have reduced manual work, improved accuracy, freed up strategic time.
+ - Finance team is forward-thinking with real-time data.
+ - <cite index="1-237,1-238">New and existing talent is a good culture fit, and the culture puts mission first, works across teams, and carries out responsibilities with humility and professionalism.</cite>
+ 
+ ## Culture in 2028
+ 
+ <cite index="1-239,1-240,1-241">Atlas Network's culture is defined by trust, clarity, and shared responsibility. People understand how their work connects to the mission, feel respected and supported by colleagues, and are empowered to exercise judgment, take initiative, and grow. The culture reinforces the mission by enabling people to do their best work with integrity and purpose.</cite>

Key points

• Operations "scales the mission" rather than merely supporting it.
• Proactive posture — anticipate needs, prevent bottlenecks, minimize fire drills.
• Balance minimizing bureaucracy with recognition that thoughtful processes and controls are sometimes essential.
• Finance provides real-time data enabling better leadership decisions.
• Partner organizations request to learn from Atlas Network Operations.

Posture and style

<cite index="1-224,1-225">Operations is a steward of trust, time, and resources — ensuring the right work happens with the right systems, efficiently, transparently, and in support of the mission.</cite>

<cite index="1-226,1-227,1-228">The team anticipates needs, prevents bottlenecks, and minimizes fire drills by staying close to internal customers and continuously improving how it works. Its posture is proactive — not reactive. When guidance is needed, it responds with clarity, speed, and calm competence.</cite>

<cite index="1-229,1-230,1-231,1-232">Whether supporting hiring decisions, rolling out a new software solution, or preparing financial reports, Operations brings structure that empowers. It minimizes bureaucracy while recognizing that thoughtful processes and controls are sometimes essential to protect the organization and advance the mission. Its systems are trusted, flexible, and scalable — adopted by staff not out of obligation, but because they help people succeed.</cite>

2028 excellence markers

• Reports accurate and on time; no last-minute scrambles.
• Systems scaled with organizational growth.
• Automations have reduced manual work, improved accuracy, freed up strategic time.
• Finance team is forward-thinking with real-time data.
• <cite index="1-237,1-238">New and existing talent is a good culture fit, and the culture puts mission first, works across teams, and carries out responsibilities with humility and professionalism.</cite>

Culture in 2028

<cite index="1-239,1-240,1-241">Atlas Network's culture is defined by trust, clarity, and shared responsibility. People understand how their work connects to the mission, feel respected and supported by colleagues, and are empowered to exercise judgment, take initiative, and grow. The culture reinforces the mission by enabling people to do their best work with integrity and purpose.</cite>

+ ## Key points
+ 
+ - Learning is Atlas Network's most important thing to model for its network.
+ - Culture marked by curiosity and ego-less reflection.
+ - Practical habits: small tests, pilot projects, quarterly cross-team notes.
+ - Sharing errors is incentivized, not penalized.
+ - Tied directly to org/atlas-network/north-stars-2026-2030 North Star #5.
+ 
+ ## Detail
+ 
+ <cite index="1-248">Being a learning organization requires habits to help arrive at data-driven decisions for how resources are allocated.</cite>
+ 
+ The concept is paired closely with concepts/zero-based-budgeting — <cite index="1-253,1-254">the "learning organization habits" connect to a commitment to zero-based budgeting, whose goal is to get clear on priorities, to strengthen accountability, and to learn faster about how to fine-tune the ways in which Atlas Network advances its mission.</cite>

Key points

• Learning is Atlas Network's most important thing to model for its network.
• Culture marked by curiosity and ego-less reflection.
• Practical habits: small tests, pilot projects, quarterly cross-team notes.
• Sharing errors is incentivized, not penalized.
• Tied directly to org/atlas-network/north-stars-2026-2030 North Star #5.

Detail

<cite index="1-248">Being a learning organization requires habits to help arrive at data-driven decisions for how resources are allocated.</cite>

The concept is paired closely with concepts/zero-based-budgeting — <cite index="1-253,1-254">the "learning organization habits" connect to a commitment to zero-based budgeting, whose goal is to get clear on priorities, to strengthen accountability, and to learn faster about how to fine-tune the ways in which Atlas Network advances its mission.</cite>

+ ## Key points
+ 
+ - Ground-up justification each cycle — no presumption of renewal.
+ - Program Managers own their program's spending.
+ - Every expense tagged to a program AND the departmental strategy it advances.
+ - Budget cycle spans roughly six months; forecasts updated at least quarterly.
+ - Built on the 2023 accounting restructure.
+ 
+ ## Purpose
+ 
+ <cite index="1-253,1-254">Atlas Network connects its "learning organization habits" to a commitment to zero-based budgeting. The goal is to get clear on priorities, to strengthen accountability, and to learn faster about how to fine-tune the ways in which the mission is advanced.</cite>
+ 
+ <cite index="1-257">Budget ownership and spending categories are clear, providing a framework for tracking finances, having accountability for results, and recognizing efforts that deliver a high "return on investment" (ROI).</cite>
+ 
+ <cite index="1-258,1-259">What Atlas Network learns directly shapes how it deploys its time, money, and energy — making it an excellent custodian of donors' dollars, tying all of its efforts and spending to the advance of its mission.</cite>
+ 
+ ## Related
+ 
+ See concepts/learning-organization for the cultural counterpart to this budgeting discipline.

Key points

• Ground-up justification each cycle — no presumption of renewal.
• Program Managers own their program's spending.
• Every expense tagged to a program AND the departmental strategy it advances.
• Budget cycle spans roughly six months; forecasts updated at least quarterly.
• Built on the 2023 accounting restructure.

Purpose

<cite index="1-253,1-254">Atlas Network connects its "learning organization habits" to a commitment to zero-based budgeting. The goal is to get clear on priorities, to strengthen accountability, and to learn faster about how to fine-tune the ways in which the mission is advanced.</cite>

<cite index="1-257">Budget ownership and spending categories are clear, providing a framework for tracking finances, having accountability for results, and recognizing efforts that deliver a high "return on investment" (ROI).</cite>

<cite index="1-258,1-259">What Atlas Network learns directly shapes how it deploys its time, money, and energy — making it an excellent custodian of donors' dollars, tying all of its efforts and spending to the advance of its mission.</cite>

Related

See concepts/learning-organization for the cultural counterpart to this budgeting discipline.

+ ## Key points
+ 
+ - Three principles, formalized after the 2024 staff retreat.
+ - Bi-annual formal reviews assess staff demonstration of the virtues.
+ - Principle #1: individual character (Integrity, Self-Reliance).
+ - Principle #2: relationship skills (Humility, Mutual Respect & Human Dignity, Equal Opportunity).
+ - Principle #3: high standards + systems awareness (Excellence).
+ 
+ ## Principle #1 — Individual character
+ 
+ <cite index="1-272,1-273,1-274,1-275">Cultivate and strive to practice the exemplary individual characteristics of self-awareness, agency, and authenticity. Integrity: conduct all relationships with the highest standards of honesty, transparency, and ethics. Self-Reliance: rely on the power and resources of individual agency, rather than dependency on others; empower ourselves by asking first what we can do differently to achieve desired change.</cite>
+ 
+ <cite index="1-276">Behaviors: practice a culture of candor; be proactive in asking leaders and partners for clarity; practice self-care (set boundaries and communicate them); value vulnerability — asking for and giving help leads to better outcomes.</cite>
+ 
+ ## Principle #2 — Relationship skills
+ 
+ <cite index="1-278,1-279">Humility: recognize that achieving the mission is a team effort that draws on the strengths of a global network; practice grace, authentic listening, and curiosity in teamwork and collaboration.</cite>
+ 
+ <cite index="1-280,1-281">Mutual Respect & Human Dignity: different perspectives and ideas of stakeholders make us stronger and better, and we presume good will in interpreting others' behavior; all human beings are entitled to live a life of freedom and choice.</cite>
+ 
+ <cite index="1-282,1-283">Equal Opportunity: all individuals have the right to pursue opportunities without coercion or violence; we take personal responsibility for ambitions and seek to honor and support others in their pursuit of excellence and personal growth.</cite>
+ 
+ <cite index="1-285">Behaviors: accept and explore diversity in all interactions; practice active listening and positive assertion; keep the feedback loop open; remain curious — translate defensiveness or assumptions into curiosity before reaching conclusions; intentionally and consistently build relationships that work.</cite>
+ 
+ ## Principle #3 — High standards within systems awareness
+ 
+ <cite index="1-286,1-287">Excellence: strive to improve in all we do, seeking to establish new standards for excellence by being entrepreneurial and innovative; honor donor generosity by practicing discipline and pursuing cost-effectiveness.</cite>
+ 
+ <cite index="1-288">Behaviors: hold yourself to high standards; be open with process and to ideas; interact and manage up, across, down, and out of the organization as needed; emphasize professional development — coach and mentor others while letting them "skin their knees"; ground decisions and actions in the mission; seek to know the landscape of a project or situation; recognize that excellence is not perfectionism.</cite>

Key points

• Three principles, formalized after the 2024 staff retreat.
• Bi-annual formal reviews assess staff demonstration of the virtues.
• Principle #1: individual character (Integrity, Self-Reliance).
• Principle #2: relationship skills (Humility, Mutual Respect & Human Dignity, Equal Opportunity).
• Principle #3: high standards + systems awareness (Excellence).

Principle #1 — Individual character

<cite index="1-272,1-273,1-274,1-275">Cultivate and strive to practice the exemplary individual characteristics of self-awareness, agency, and authenticity. Integrity: conduct all relationships with the highest standards of honesty, transparency, and ethics. Self-Reliance: rely on the power and resources of individual agency, rather than dependency on others; empower ourselves by asking first what we can do differently to achieve desired change.</cite>

<cite index="1-276">Behaviors: practice a culture of candor; be proactive in asking leaders and partners for clarity; practice self-care (set boundaries and communicate them); value vulnerability — asking for and giving help leads to better outcomes.</cite>

Principle #2 — Relationship skills

<cite index="1-278,1-279">Humility: recognize that achieving the mission is a team effort that draws on the strengths of a global network; practice grace, authentic listening, and curiosity in teamwork and collaboration.</cite>

<cite index="1-280,1-281">Mutual Respect & Human Dignity: different perspectives and ideas of stakeholders make us stronger and better, and we presume good will in interpreting others' behavior; all human beings are entitled to live a life of freedom and choice.</cite>

<cite index="1-282,1-283">Equal Opportunity: all individuals have the right to pursue opportunities without coercion or violence; we take personal responsibility for ambitions and seek to honor and support others in their pursuit of excellence and personal growth.</cite>

<cite index="1-285">Behaviors: accept and explore diversity in all interactions; practice active listening and positive assertion; keep the feedback loop open; remain curious — translate defensiveness or assumptions into curiosity before reaching conclusions; intentionally and consistently build relationships that work.</cite>

Principle #3 — High standards within systems awareness

<cite index="1-286,1-287">Excellence: strive to improve in all we do, seeking to establish new standards for excellence by being entrepreneurial and innovative; honor donor generosity by practicing discipline and pursuing cost-effectiveness.</cite>

<cite index="1-288">Behaviors: hold yourself to high standards; be open with process and to ideas; interact and manage up, across, down, and out of the organization as needed; emphasize professional development — coach and mentor others while letting them "skin their knees"; ground decisions and actions in the mission; seek to know the landscape of a project or situation; recognize that excellence is not perfectionism.</cite>

- # Organizational facts
- 
- > The standard "about us" facts every proposal eventually needs. Stable
- > across most of a fiscal year; refresh on FY close. Treat each line as
- > citable — proposals routinely quote these.
- 
- ## Legal
- 
- - **Legal name:** Atlas Network `[FILL: confirm full legal name from
-   IRS determination letter]`
- - **Founded:** 1981 by Sir Antony Fisher
- - **Headquarters:** `FILL: city, state`
- - **IRS status:** 501(c)(3) public charity
- - **EIN:** `FILL`
- - **DUNS / UEI (if applicable):** `FILL`
- 
- ## Financial
- 
- - **Most recent fiscal year:** `FILL: e.g. FY2025`
- - **Total revenue (most recent FY):** `FILL`
- - **Total expenses (most recent FY):** `FILL`
- - **Program expense ratio:** `FILL: %`
- - **Audit firm:** `FILL`
- - **Most recent audit:** `FILL: link or reference`
- - **Most recent Form 990:** `FILL: link or year`
- - **Federally negotiated indirect cost rate (if applicable):** `FILL`
- 
- ## Governance
- 
- - **Board chair:** `FILL`
- - **Board size:** `FILL: N members`
- - **Audit committee chair:** `FILL`
- - **Board roster (link or reference):** `FILL`
- 
- ## Scale (FY2025 reference)
+ ## Key points
 
- - $10M+ distributed in grants annually
- - ~500 think tank partners
- - 100+ countries served
- - 986 individuals trained in FY2025
- - 1,530 event attendees in FY2025
+ - Mission: increase global prosperity by strengthening independent partner organizations promoting individual freedom.
+ - Vision: a world where individual liberty, property rights, limited government, and free markets are secured by the rule of law.
+ - Headquarters: 12th floor of 901 N Glebe Road.
+ - Origin: Hayek's 1945 advice to Antony Fisher.
+ - Runs all programs through the trademarked concepts/coach-compete-celebrate strategy.
+ - Underwent 2023 accounting restructure.
 
- (See `config/atlas/programs.yaml::network_stats` for the structured
- versions of these.)
+ ## Governance and strategy
 
- ## Distinctive credentials (selective — use what's relevant per funder)
+ Guided by five org/atlas-network/north-stars-2026-2030 set by the Board of Directors, with a three-year outlook articulated in the org/atlas-network/vivid-vision-2026-2028.
 
- - `FILL: any GuideStar / Charity Navigator / GiveWell rating`
- - `FILL: any peer-acknowledged awards Atlas has received`
- - `FILL: any policy reform tracker placements`
+ ## Cultural foundations
 
- ## Last reviewed
+ Builds on the 2024 staff retreat's formalization of org/atlas-network/core-principles and a commitment to being a concepts/learning-organization operating on concepts/zero-based-budgeting principles.
 
- `FILL: Katherine Price + Drew VanCuran, date`
+ ## Divisional structure
 
+ Three divisions: org/atlas-network/programs-division-2028-vision (CCC), org/atlas-network/advancement-division-2028-vision (Development + MarCom), and org/atlas-network/operations-division-2028-vision.

Key points

• Mission: increase global prosperity by strengthening independent partner organizations promoting individual freedom.
• Vision: a world where individual liberty, property rights, limited government, and free markets are secured by the rule of law.
• Headquarters: 12th floor of 901 N Glebe Road.
• Origin: Hayek's 1945 advice to Antony Fisher.
• Runs all programs through the trademarked concepts/coach-compete-celebrate strategy.
• Underwent 2023 accounting restructure.

Governance and strategy

Guided by five org/atlas-network/north-stars-2026-2030 set by the Board of Directors, with a three-year outlook articulated in the org/atlas-network/vivid-vision-2026-2028.

Cultural foundations

Builds on the 2024 staff retreat's formalization of org/atlas-network/core-principles and a commitment to being a concepts/learning-organization operating on concepts/zero-based-budgeting principles.

Divisional structure

Three divisions: org/atlas-network/programs-division-2028-vision (CCC), org/atlas-network/advancement-division-2028-vision (Development + MarCom), and org/atlas-network/operations-division-2028-vision.