Organizations stuck in STEM engagement are rarely short on desire, budget, or space. They are short a system — a repeatable, documented, staffed way to turn what they already own into outcomes. The Diagnostic is the first phase of every engagement, and it is where we find out which part is actually broken.
Every engagement is scored against the same five, in every vertical. Comparability across clients is what turns delivery into a dataset, and the dataset is what makes the next Map better than the last.
Space, tools, and budget exist. There is no documented process connecting them to a delivered program, so every event is built from scratch by whoever is available that week.
The role needs someone who can teach a 3D printer to a room of teachers, run forty middle schoolers without losing control, and represent you to a funder — in the same afternoon. That is a consultant, not a technician, and the posting is usually priced for a technician.
Activities that generate a moment and then end. No progression, no iteration, no reason for a participant to return. Wow-factor substituting for curriculum.
Each event starts at zero. No reusable curriculum, no trained bench, no captured data, no story to take to the next funder. Effort goes in and nothing accumulates.
A scheduling tool, a mailing list, a spreadsheet of contacts, a folder of forms, and one person holding it together by memory. When that person is out, the organization is out.
The same four levels used on the Ambassador rubric, applied to an organization instead of a person. Advancement is on observed evidence, not on intent.
The capability does not exist. Work happens by individual effort or not at all.
It happens, held together by one person, and it is not written down.
There is a written process. Delivery still depends on who is available.
Anyone trained can run it, and the organization can report on it.
You can score yourself on this site in fifteen minutes, and it is worth doing. What you get back is the diagnostic assessment: provisional, self-scored, and useful. It stands until our team conducts the assessment in person. The Diagnostic itself is a phase of work, and the difference between the two is evidence.
No phase is skipped, at any tier, for any deadline. An organization that wants to skip the Diagnostic is buying activities rather than a system, and we will sell a la carte days instead and call it that.
The Diagnostic produces findings. The Prescription turns them into the Map: fixes sequenced by dependency rather than by severity, because a curriculum arc is worthless if nobody can staff it.
Current state, the five scores with the evidence behind each, the three things that will break first, and what it costs you to change nothing.
Every fix assigned to the base blueprint, to deployment, or to your own staff — and a plain statement of what we are not doing.
Costed against the published rate card. You keep the Map whether or not you buy anything further, so it has to work in a room we are not in.
Fifteen minutes, free, and the profile is on screen at the end. You can be at the very beginning, or near the end and holding on. The sequence is the same either way, and it starts with an accurate reading.