AtlasClaw — Atlas Network Academy

The change we expect

Trained partner leaders run more effective organizations and more effective campaigns, producing measurable policy and cultural wins that compound across the network and across time.

Chain of logic

Inputs

FILL: total trainer hours / FY
FILL: curriculum development investment
Mentor network: FILL: rough count of active mentors
Peer cohort effect across FILL: N tracks
FILL: scholarship funding for partner attendance

Activities

Six certification and training tracks delivered annually (see programs.yaml for the catalog)
In-person and online formats with FILL: ratio
Professional Summits convening specialists in policy, ops, and communications
Executive coaching for CEO and CMO peers

Outputs

FILL: target N individuals trained per year (public target: 1,000+)
Cohort completion at FILL: target %
FILL: N Executive Accelerator coaching relationships per year
FILL: N Professional Summits per year

Outcomes (0–12 months post-training)

[FILL: target % of alumni applying ALA frameworks in their org's strategy, measured via follow-up survey]
[FILL: target % of alumni launching a sustained campaign within 12 months — this is the headline outcome metric]
[FILL: target N partner orgs reporting measurable improvement in fundraising / governance / comms post-training]

Outcomes (12–36 months)

[FILL: partner-led campaigns achieving policy change at meaningful scale — describe what counts and the target count]
[FILL: alumni advancing to senior roles within partner orgs or founding new orgs]
FILL: network effects — alumni mentoring next-cohort alumni

Impact (3–10 years)

Strengthened partner-org capacity across the Atlas network produces a deeper, more durable supply of credible voices for free societies. Over time, this raises the marginal effectiveness of every Atlas dollar spent — partners need less hand-holding and produce more sophisticated work.

Assumptions

Authority assumption. ALA participants return to organizations with enough authority to apply what they learned. Without that, training is "consumed" individually but doesn't translate to organizational change.
Selection assumption. Atlas's selection process identifies participants whose orgs are positioned to grow. If selection is noisy, outcomes vary widely regardless of training quality.
Network assumption. The peer-cohort effect is real and durable — alumni stay in touch, refer work to each other, and reinforce ALA frameworks over time. If alumni drift away from the network, the long-tail effect disappears.
[FILL: any program-specific assumption Alex Sloane wants to call out]

Evidence base

FILL: post-program survey data — response rate, key findings
FILL: 12-month follow-up survey results from FY24/25 cohorts
FILL: longitudinal partner tracking via Network Outreach
[FILL: comparable programs in the academic literature on adult professional development — cite 1–2 relevant findings]

Last reviewed

FILL: Alex Sloane, date