Sets the framework that the three programs and the data layer are built within. Decides what GAPS 2.0 is, what the FY31 anchor demands, how the pieces relate. Runs the offsite, partners with the field-side leadership on direction. Doesn’t run any single program day-to-day; the programs have their own leads.
Top wrap (data up): every program produces data — who’s in Core, who’s in ACE, who’s on Premium, what each is producing. The data is captured, qualified, assigned, and handed off across giving tracks (legacy, mid-level, major gifts). Bottom wrap (reports down): the reports go to ADs, RDs, and Field leadership; they get argued at Farm Summit and the equivalent forums; they turn into next year’s resource decisions — incentive caps, ACE seats, Premium central funding. The loop closes back into the programs. D&OS is hidden in the sense that it doesn’t run the work the field staff sees; it’s the layer that makes the programs visible to the rest of the org and brings resources back.
The foundational program: every staffer doing the four-action year (Prepare, Conduct Transition Interviews, Follow Up, Thank & Report). Win condition: staff understand GAPS and execute it year over year. Two key elements — Training & Coaching (resources, courses, the new-staff training, the Ministry Playbook) and Incentives (first-year match, first-gift bonus, incentive admin). Kyle owns it; Kyle decides who’s qualified to move beyond Core.
The deeper-engagement sprint cohort. Selected staff move from Core into ACE for an 11-session cadence that materially lifts new-alumni-partner counts and matched dollars. Two key elements — Pipeline (initial-interest contact, AD intake, application, post-application) and Execution (orientation, coaching calls, ACE Stages, Tracker workflow). Luke E owns the program; ACE Stages 0–5 are the structural map of how a staffer moves through it.
The retention + recognition program. Centrally-funded (no chapter-by-chapter sign-up; carte-blanche enrollment). Two key elements — Thanking (shared-account TYs, staff Premium TYs, Project Homecoming, the lapsed-donor flow) and Regional Reporting (quarterly RD-voice newsletters that scale to every alum, not just every chapter’s donors). Chris owns the program AND owns design judgment for any Premium-touching artifact — the carve-out from the standard final-stop process.
The cross-program seat. Tonia holds the calendar and cadence across Core / ACE / Premium; owns the AD-pipeline rhythm with Kyle; surfaces things falling between program seams. Cross-element expert on the GAPS 2.0 ecosystem — the only seat at the operating layer with the whole-system view. Eventual owner of the field-CRM: when the AD outreach automation lands, the pings to ADs will go in her voice and from her email. Not above the program leads; lateral to them, integrating across.
The Engagement team — lives off-frame because their program design is distinct (alumni identity-formation, podcasts, content). They share the Alumni Relations team and the audience; we connect at the margin (e.g., Session 8 integrated partnerships). The connector arrow at the bottom of page 1 acknowledges them without bringing them into our structure.
The supervisory layer above the GAPS team — Ryan, Jason Gaboury, Shannon Marion, the broader Development leadership. They’re the layer that funds, evaluates, and protects this team’s work, but they aren’t in the team-structure picture because the picture is about how we’re built, not who oversees us.
D&OS as a fourth peer column — an earlier draft showed D&OS sitting beside Core / ACE / Premium as a fourth program. That reads wrong: D&OS isn’t parallel to them, it wraps them. The current top-and-bottom-band treatment makes the wrapping visible.