National Indian Youth Leadership Project McClellan Hall, Founder.
826 NATIONAL - Impact Risingimpactrising.org/.../826-National-StrategicPlanweb.pdf · dave eggers...
Transcript of 826 NATIONAL - Impact Risingimpactrising.org/.../826-National-StrategicPlanweb.pdf · dave eggers...
826 NATIONAL Strategic Plan 2014 – 2016
826 NATIONAL TEAM
gerald richards, Chief Executive Officer
ryan lewis, Director of Research and Evaluation
mariama lockington, Operations Manager
kait steele, Director of Field Operations
eric stensvaag, Director of Development and Marketing
NATIONAL BOARD OF DIRECTORS
The 826 National Board is made up of independent directors and an ex-officio
chapter representative from each of the chapters in the 826 network. Each of
the chapter representatives is a voting member of their chapter board and the
national board.
terry wit Board President
Partner, Quinn Emanuel Urquhart &
Sullivan, LLP
tynnetta mcintosh Board Vice President
Director of Corporate Internal
Communications, JP Morgan Chase & Co.
jodie evans Board Secretary Ex Officio - 826LA
Author, Documentary Film Producer, and
Co-Founder of CODEPINK
amir mokari Board Treasurer
Investor, Conatus Capital
dave eggers Co-Founder of 826 National
Founder of Mcsweeney’s Publishing, LLC,
and Award-Winning Author
jennifer bunshoft
Deputy Attorney General, California Attorney
General’s Office
howard cutler Ex Officio - 826 Seattle
Executive Producer, WGBH Educational
Foundation (Retired)
tara greco Ex Officio - 826DC SVP, Corporate Social Responsibility,
Apco Worldwide
bill heinzen Ex Officio - 826NYC Deputy Counsel to the Mayor, New York City
reece hirsch Partner, Morgan, Lewis & Bockius LLP,
San Francisco Office
jordan kurland Founder and Owner, Zeitgeist Artist
Management
daniel kuruna Ex Officio - 826 Chicago Proprietor, Eyequilt Marketing Consultancy
thomas mike Co-Founder, Tri-Span Partners
christopher taylor Ex Officio - 826 Michigan
Partner at Hooper Hathaway, P.C.,and Member of
the City Council, Ann Arbor, Michigan
tessie topol Vice President of Corporate Social Responsibility
and Community Affairs, Time Warner Cable
kevin whalen Ex Officio - 826 Boston Senior Vice President and Senior Portfolio Manager
at Morgan Stanley Smith Barney, Boston
leah williams General Counsel, WestEd
gerald richards CEO, 826 National
EMERITuS BOARD MEMBERS
nÍnive calegari Co-Founder of 826 National President, Teacher Salary Project
826 NATIONAL44 Gough Street, Suite 206, San Francisco, California 94103
P: 415-864-2098 F: 415-864-2388 www.826national.org
826 NATIONAL Strategic Plan Fiscal Years
2014 – 2016
TABLE OF CONTENTS leadership . . . . . . . . . . . . . 1
introduction and executive summary
. . . . . . . . . . . . . . . . . . 6
how can bigfoot, robots and time travelers
help national education reform?: the need
for the 826 national network
. . . . . . . . . . . . . . . . . . 8
step through the secret door:
the 826 model and 826 national office
. . . . . . . . . . . . . . . . . 10
onward!: 826 national moving forward
2014 – 2016 . . . . . . . . . . . 14
priority 1 . . . . . . . . . . 15
priority 2 . . . . . . . . . . 16
priority 3 . . . . . . . . . . 18
priority 4 . . . . . . . . . . 20
how much is a spaceship?
financial overview . . . . . . . . 24
826 national theory of change 28
826 chapters back cover
6 826 NATIONAL • Strategic Plan 2014–2016
Introduction & Executive Summary 7
VISION
826 National fosters a robust network of writing and tutoring centers to
equip students, especially those from under-resourced communities, with
the writing skills and confidence to achieve their goals and become engaged
members of their communities.
BACkgROuND
Since its founding in San Francisco in 2002 by award-winning author Dave Eggers
and award-winning educator Nínive Calegari, the 826 model has sparked
students’ imaginations with inventive writing and publishing projects. Our
programs are steeped in the simple idea that celebrating creativity is key to
engaging and assisting youth. Ultimately, as public schools continue to cut back
or eliminate arts programs, our model offers a sustainable way to augment arts
education programming for low-income and under-resourced young people in
urban areas.
Over the past decade, 826 chapters have successfully opened in seven other cities
across the U.S. (New York, Chicago, Ann Arbor/Detroit, Seattle, Los Angeles,
Boston, and Washington, D.C.). In 2012, chapters together served more than
30,000 students, ages 6-18, with innovative programs aimed at improving
their writing skills.
826 NATIONAL
In 2008, a national office was established to serve the growing network of
chapters by maintaining the brand, developing evaluation systems, coordi-
nating national press and marketing initiatives, building a base of national
supporters, ensuring programmatic quality and consistency, and overseeing
replication of the 826 model.
826 National is the hub of the 826 network. It is an independent nonprofit
organization that provides strategic leadership, administration, and other
resources to ensure the success of its network of writing and tutoring centers.
Since its founding, the National office has been on a path of steady growth
in its financial standing and awareness-building.
ThE STRATEgIC PLAN IN A NuTShELL
This strategic plan addresses and defines the case for why 826 is needed—
its model, programs, and target audience; the role of 826 National and its goals
and activities; how 826 National will measure progress and success towards
those goals; its expansion plans; and the marketing and funding efforts required
to make it all happen.
In sum, this plan is designed to lay out what we do, why we do it, where we’re
going, and how we plan to get there together with our supporters and—most
importantly—the students, parents, and teachers that drive and inspire us.
Fellow pirates, time travelers, mad scientists, and superheroes: All aboard!
MISSION
The mission of 826 National is to provide strategic leadership for the 826 network by conducting research and evaluation to nurture ongoing learning and support quality standards; to promote the 826 brand on a national level by communicating and advocating for the importance of writing and creativity; to raise funds to support the development and sustainability of the network; and to nurture the growth of new and existing 826 chapters.
INTRODuCTION AND EXECuTIVE SuMMARY
826 Valencia: Celebrating
8/26 Day (August 26th) with
an 826 Write-A-Thon.
hOw CAN BIgFOOT, ROBOTS AND TIME TRAVELERS hELP NATIONAL EDuCATION REFORM?The Need for the 826 National Network
8 826 NATIONAL • Strategic Plan 2014–2016
Our nation’s urban public school students confront a myriad of challenges
ranging from overcrowded classrooms and a lack of individualized attention to
inadequate facilities, overburdened teachers, and struggles at home. Possessing
a high school and college education is vital to securing a job that pays a living
wage, but many of our nation’s youth, especially low-income and youth of color,
are struggling to read and write at the most basic level.
826 National strives to increase students’ academic confidence and performance,
improve habits of mind surrounding homework and language arts, and develop
communication skills, personal identity, and voice. We focus on those at greatest
risk, empowering them for success.
We see a future in which generations of students who participate in 826 National’s programs develop the character strengths and twenty-first-century skills necessary to achieve their dreams and make lasting contributions in their communities.
The effectiveness of our model was affirmed by U.S. Secretary of Education
Arne Duncan, who said during an NPR interview, “I think 826 is a great program.
We need more and more adults coming in [to help students] before school, after
school, weekends, whatever it might be. I would love to have more students
engage in programs like 826DC across the country.”
A report released by the President’s Committee on the Arts and the Humanities
in May 2011, affirmed: “…we need to prepare the next generation of inventors,
designers and creators. Business leaders are already asking for this. They recog-
nize that this is essential for our schools to be teaching children how to think
outside the box and to address challenges with creative solutions. And policy
makers and parents are concerned because they see how the current education
system is failing to give our children the tools they need reach their full potential.
Arts education is a solution to many of these problems that has been hiding in
plain sight.”
826 National and its chapters deliver these critical tools to the students, families,
and teachers who need them most, and do it in a way that breathes life and
whimsy into writing (and other) education. As an organization with a national
presence, innovative methods, and a proven track record, we know we have a
growing role to play in the national discussion over education reform. We’re up
for the challenge and eager to take it on.
The Need for the 826 National Network 9
826CHI: Student authors at work.
ThE 826 MODEL Step Through the Secret Door:
Overview of the 826 Model and
826 National Office
In 2012, 826 chapters served more
than 30,000 students thanks in large
part to the efforts of more than
4,500 volunteers nationwide.
12 826 NATIONAL • Strategic Plan 2014–2016
ThE 826 MODEL
In 2012, 826 chapters served more than 30,000 students, thanks in large part to the efforts of more than 4,500 volunteers nationwide. Our chapters offer a variety of inventive programs that provide under-resourced students in urban areas, ages 6-18, with opportunities to explore their creativity, participate in cultural projects, work on their homework, and improve their writing skills. Our core model involves:
Writing and tutoring centers strategically located in cities that provide geographic
diversity to the network’s national footprint. The individual neighborhoods
where centers are located were chosen because they are under-resourced, gang-
neutral, accessible by public transportation to both volunteers and students,
and have multiple public schools nearby.
Cost-effective project-based writing programs that reach students at every
opportunity: during the school day, after school, and on the weekends, at both
our centers and right in school classrooms. Research has shown the effectiveness
of bringing tutoring into the public school classroom, so we make that aspect
of our programming a priority. Our programs are portable, malleable, and
easily adapted to align with different curricula.
Active and engaged volunteers that enable us to offer individualized attention
to our students, implement our broad programmatic reach, and help ensure the
quality of our efforts and end products—the books and other publications our
students are so proud to show the world.
Innovative themed storefronts. Each of our chapters is fronted by a street-level
store with a whimsical theme, for example: the Pirate Supply Store in San Francisco,
the Superhero Supply Company in Brooklyn, and the Time Travel Mart in L.A.
The quirky stores generate revenue, provide inviting spaces for young people,
families, the community, and potential volunteers to explore, and—importantly—
make our writing centers an exciting place for young people, relieving the
stigma of going to a “tutoring center.”
In short, the vision for 826 National and its chapters across the country is to
be the premier arts education and literacy organization that helps students
become successful global citizens; supports teachers; acts as a thought leader
on arts education, creative writing, and their impact on youth; publishes student
work prodigiously; and cultivates staff members’ growth into nonprofit leaders.
826 chapters are each committed to assisting underserved youth. They offer
in-school programs only to schools where 51% or more of its students qualify
for free or reduced lunch, and approximately 90% of all of the students who
participate in 826 programs live in under-resourced communities, with a
vast majority consisting of students of color. Roughly 50% of our After-School
students are in middle school (grades 5-8), and many are English Language
Learners. Our After-School Tutoring program offers these students individualized
support toward the acquisition of expanded vocabulary, helping ELL students
utilize new language tools and expand their literacy, as well as tutoring all
students in any subject where they may need help.
Each 826 chapter creates a safe learning environment where students from
all class and ethnic backgrounds come together to learn, share, play, and be
curious. Our centers act as a much-needed “Third Place” for students: a place
different from home and school that fosters creative interaction—with words,
ideas, and sometimes superhero gear.
826 NATIONAL OFFICE
Over the past several years the National office has been on a pace of steady
growth, building organizational infrastructure and creating processes to best
support the current chapters, as well as preparing for the next phase in 826’s
growth. These efforts have been designed to strengthen the foundation of 826
National and its chapters, with an eye toward growing our existing programs
and locations, and expanding into new frontiers.
826 National and the eight chapters it supports each have separate 501(c)(3)
status. Each 826 chapter pays a licensing fee and signs a chapter affiliation
agreement that outlines the requirements of the relationship and connection
between 826 National and each of its chapters.
The the 826 Model and 826 National Office 13
14 826 NATIONAL • Strategic Plan 2014–2016
ONwARD! 826 National Moving Forward, 2014 – 2016
Strengthen internal operations
to fortify existing sites and prepare
for realistic expansion, adding
1-2 new chapters.
Create a robust and sustainable
fundraising strategy to support the
national office and the network.
Raise funds from diverse national
sources that augment local efforts.
Research and evaluate programs
to assess impact, document results,
and ensure the quality and consis-
tency of core programs.
Promote the 826 brand on a national
level. Communicate and advocate
for the importance of writing and
creativity in the national arena.
826 National has identified four
strategic priorities for the 826 National Staff
and Board for the fiscal years 2014-2016.
PRIORITY 1 Research & evaluation, learning & quality standards: Conduct research & evaluation to support ongoing learning & ensure quality standards.
Since its inception, a main priority for the National office has been to bolster
research and evaluation throughout the organization. All 826 chapters participate
in quantitative program reporting that documents frequency of programing;
numbers of students, parents, schools, and teachers served; and total project
and volunteer hours, to provide the organization with the data it needs to
refine and expand its programs. We are currently working with Arbor Consulting
Partners to dive deeper into the academic impact of our work, and with Swift
River Consulting to better assess the data we collect.
gOAL 1: Validate the impact of core programs
We plan to contract with outside agencies and/or academic groups to do
independent reviews and validate the effects of our core programs. We will
continue internal review and evaluation work, including alternating evaluation
projects such as the TOWL (Test of Written Language) writing assessments and
specially-designed studies.
gOAL 2: Ensure the quality and consistency of core programs
The 826 National Director of Research and Evaluation will work closely with
the Director of Field Operations and program staff from the 826 chapters to
incorporate the program tenets set forth by the 826 logic model and the
Theory of Change (see appendices, attached) to ensure that our programs are
as academically strong as possible. We will create a program matrix to capture
information on all programs offered at 826 chapters that can be used as a shared
resource by all National and chapter staff.
gOAL 3: Assist in creating and innovating programs, with an eye
on national educational reform
826 is known for its innovative approach to teaching writing and working with
students. The National team plans to continue to examine the national
education field to see where there may be areas of synergy between education
reform initiatives and 826’s own work. The Science, Technology, Engineering
and Mathematics (STEM) education programs and writing workshops we
piloted in the summer of 2012 are a prime example. We will also encourage
replication of new programs, elements or extensions from among the 826
chapters (e.g. 826LA’s pen-pal program, 826DC’s poetry iPad app, and the like).
826 National Moving Forward, 2014–2016 15
16 826 NATIONAL • Strategic Plan 2014–2016
PRIORITY 2 Brand, marketing & advocacy. Bolster 826’s brand strength to increase awareness, visibility and ongoing vitality of programs.
The 826 brand has positive name recognition, a ten-year track record of service,
and a reputation for being whimsical, inspiring, innovative, and youth-centered.
The 826 National network is highly regarded and is a leading charity of choice
among 20 to 40 year-olds who are creative and care about social responsibility.
As the brand owner and steward, 826 National will protect the strength of the
brand and increase its financial and social value.
gOAL 1: Assess and strengthen brand
We will consult with an outside agency to assess the 826 National brand and
create strategies for different markets (education, media, families). We will
create cohesive unified messages about our work across the network. We will
also create brand standards for current and potential chapters and outside
agencies interested in partnering with 826 in different arenas.
gOAL 2: Increase organizational visibility among target audiences
The National office will work to build more visibility and awareness about
the organization and the work of the 826 chapters. Several strategies are in
process, including creating a Seal of Approval to distribute to organizations
who share our purpose but may not fit our chapter model. Our plan to license
our Storytelling & Bookmaking field trip and other programs to nonprofit organ-
izations outside of the 826 National network will also help us build visibility
and brand recognition.
The National office currently has a Twitter following of 85,000. We will build
upon that to create a social media strategy that will grow our presence on other
sites including Facebook and Pinterest. 826 National’s CEO will continue to
represent the organization and its chapters at meetings and highly-regarded
events (past events and conferences include: the White House, U.S. Department
of Education, New Profit Foundation’s Gathering of Leaders, Clinton Global
Initiative (CGI), and National Endowment for the Arts (NEA). 826 National
staff will also speak at national conferences on research findings regarding
STEM, volunteerism, and other topics.
gOAL 3: Continue to build and improve internal and external
communications
The National office will continue to handle press inquiries from major U.S.
and international media outlets. We will also expand our efforts to seek out
press opportunities. The National office will continue to produce monthly
newsletters that are distributed to our network of donors and supporters as well
as staff and national and local Board members. We will develop strategic and
crisis communications plans that each chapter may adapt for local contexts,
and we will develop a plan to increase the content available on, and utilization
of, the 826 intranet.
826DC: An After-School Tutoring student invents her own creature.
826 National Moving Forward, 2014–2016 17
18 826 NATIONAL • Strategic Plan 2014–2016
PRIORITY 3 Fundraising: Create a robust and sustainable fundraising strategy to support the National office and the network
Since the National office was established in 2008, its operating budget has
grown steadily from $434,814 in FY 2009 to $915,145 in FY 2012. As the work of
the National office expands to include program evaluation, curriculum devel-
opment and innovation, and advocacy—and as we prepare to take the 826
model to scale—general operating needs have increased.
Although for the chapters’ ongoing sustainability they must continue to establish
and cultivate a local and diverse base of supporters, 826 National will also seek
to raise funds to support chapters through organized chapter fund distribution
programs. In the next three years, the 826 National Staff and Board will work to:
gOAL 1: Raise funds from diverse national sources—corporate,
foundation, and government—to support the work of 826 National and
the work of the chapters
The National office will continue to raise funds for its own operations and
support of different initiatives across the network.
gOAL 2: Collaborate with chapters and assist them with fundraising
The National office will work with 826 chapters on joint fundraising requests
that can support the chapters and National operations. 826 National’s Director
of Development and Marketing will provide ongoing support and counsel on
appeals, events, and major donor work.
gOAL 3: Strengthen earned income efforts
The National office will continue to cultivate several earned income avenues on
a yearly basis. These include the 826 National 101 seminar, a fee-based course
that guides attendees on creating their own arts education or youth develop-
ment organization. The National webstore, which generates revenue through
the sale of 826-branded gear and signed books; benefit books like Judd Apatow’s
I Found This Funny, with proceeds going to our programs; and the possible
licensing of some of our programs to outside nonprofits.
gOAL 4: Establish a chapter contingency/loan fund
In the past, 826 National has provided emergency support to 826 chapters in
need. Funds will be raised to create a new fund from which the National office
can make emergency grants and/or loans to chapters, based on parameters
created by the National Board’ Contingency/Loan Fund Committee. These
funds will be kept separate from National’s main revenue streamin order to
preserve its ability to support chapters through grants and other avenues.
gOAL 5: Strengthen stores and retail operations
Whimsically-themed retail storefronts are a key aspect of the 826 model,
and one that generates a great deal of public interest and enthusiasm, not to
mention income. The National office will engage volunteers and outside
experts with retail experience to help chapters find ever-expanding ways the
stores can generate more revenue to support their work.
U.S. Secretary of Education Arne Duncan visits 826 Valencia and spends time talking with the students, volunteers,
parents and staff.
826 National Moving Forward, 2014–2016 19
20 826 NATIONAL • Strategic Plan 2014–2016
PRIORITY 4 Internal and external growth: Strengthen internal operations to fortify existing sites and prepare for realistic expansion
Over the past ten years, the 826 National network of chapters grew quickly
and organically. To ensure sustainable growth, 826 National needs to increase
its internal capacity, create structures that make day-to-day operations more
efficient and effective, and support the development of new 826 chapters. Over
the next three years, 826 National will scale up, replicate, and adapt the 826
writing and tutoring center model to help more students across the country. We
will do this by supporting our eight current writing and tutoring centers as
they deepen their impact in the communities they serve, and by expanding to
at least two new sites.
INTERNAL
gOAL 1: Develop the 826 National Board
The 826 National board is made up of independent members and represent-
atives from each of the local chapter boards. As the National office evolves,
so should the National board. The body is moving from a founding board to a
fundraising and governance board. We will be recruiting up to six new board
members who have philanthropic or corporate, education, and communications
connections, a capacity to make a substantial personal gift, and national stature.
gOAL 2: Strengthen 826 National network staff nationwide
At both the National and chapter level, our staff consists of young, passionate,
and socially conscious people dedicated to the mission of 826. We will continue
and improve staff convening, including both the annual Staff Development
Conference and monthly conference calls, which allow staff to share information,
support, and best practices. We will also provide staff with information about
external training opportunities to help them develop individualized skills.
gOAL 3: Raise funds for professional development of staff and
the network
We realize that building a strong staff and supporting leadership development
across the network can be an expensive proposition for our chapters. The National
office will work to raise funds for our annual Staff Development Conference and
for the professional development of all staff members across the network.
gOAL 4: Evaluate and improve chapter agreements, dashboards, and
annual reporting
826 National and its chapters are connected through an affiliation agreement
that outlines the relationship and responsibilities of both parties. The agree-
ments, dashboards, and reporting will be updated to reflect the realities and
changes occurring in our growing organization.
gOAL 5: Deepen our work in our current eight cities
The National office plans to support chapters as they work to serve more
students in more ways, by, for instance, opening 826 Writers’ Rooms in local
public libraries and schools. We will also expand the reach of programs
through partnerships with other nonprofits.
826LA: Personal Statement Weekend: High school students and tutors research information on scholarships together.
826 National Moving Forward, 2014–2016 21
22 826 NATIONAL • Strategic Plan 2014–2016
gOAL 6: Consult with chapters to ensure the strength and diversity
of the volunteer base
Thanks in large part to its association with well-known authors like co-founder
Dave Eggers, 826 is very attractive to volunteers, and most 826 National chapters
are in the unique position of not having to spend funds to recruit tutors.
The job of the National office will be to support the chapters in various ways,
including collecting and analyzing survey and other data, as they make efforts
to further diversify the volunteer base and ensure the cultural competency of
all our volunteers.
EXTERNAL
gOAL 7: Nurture new chapters
Since founding our first center nearly ten years ago, we’ve successfully expanded
across the U.S., and demand for our programs is growing. In the past year, we
have been in conversation with more than twenty groups who are interested
in opening 826 chapters in their community. Last year the National Board set
forth guidelines for the opening of new chapters. We invited Letters of Inquiry
and are currently working with two groups, Philly Spells in Philadelphia and
the Rock Star Supply Co. in Minneapolis, to steward them through the process.
gOAL 8: Prepare to take the 826 model to scale beyond 2016
The National office will identify the next subset of target cities by using the
rubric created by its Growth Committee. We will also begin to explore the
possibility of an international convening effort with overseas organizations
that have utilized the 826 National model. We will determine whether
international expansion is a good fit and create a plan if it is—and if it isn’t,
determine how best to respond to and coordinate with existing international
projects modeled after 826 chapters.
826 Boston: After-School Tutoring students read a story together.
826 National Moving Forward, 2014–2016 23
Since the National office was established in 2008, it has worked to raise funds
for its operations, as well as to provide consistent assistance to 826 National
chapters starting up and intermittent assistance to those in need of funding
due to unforeseen circumstances. 826 National chapters have cultivated robust
and diverse local support to sustain their operations. Going forward, a major
priority of the National office is to work with forward-thinking funders at the
national level to establish a fund, available to all 826 National chapters, for
special projects, strategic initiatives, or to supplement activities. Most recently,
major national corporate and foundation support ($100,000 and above) has
come from Google, the Panta Rhea Foundation, The Lambent Foundation and
Time Warner Cable, with in-kind support coming from Jansport and Microsoft.
DIVERSE STREAMS OF REVENuE
Over the past two years, we have had positive meetings and built relation-
ships with the National Endowment for the Arts (NEA), the U.S. Department
of Education, Edna McConnell Clark Foundation, Hearst Foundation, Wallace
Foundation, Hewlett Packard, Time Warner Cable, Ford Foundation, among
others. But there is much more to be done. The National office and board
have ambitious goals to increase fundraising from national foundations and
corporations. We will also work to obtain funding from government sources
such as the National Endowment for the Arts (NEA), U.S. Department of Education,
and the Institute of Museum and Library Sciences (IMLS). Our current funding
mix includes foundations, corporations, individuals, chapter fees and earned
income from book projects, our webstore, and our 101 Seminar.
*Revenue and expenses for FY 2009-FY2012 do not include ScholarMatch. As of
September 2012, ScholarMatch became a separate 501(c)3 organization. Expenses
in 2012 are higher due to the recruitment of Director of Development and Marketing
and our National office move (these expenses total $107,522).
826 NATIONAL REVENuE FY 2009 – FY 2012
FIscal Year 2009 2010 2011 2012
reveNue $434,814 $638,294 $858,278 $915,145
expeNses $378,034 $660,884 $772,496 $1,002,250
hOw MuCh IS A SPACEShIP? Financial Overview
24 826 NATIONAL • Strategic Plan 2014–2016 Financial Overview 25
18% ChAPTER FEES
7% IN-kIND
11% INDIVIDuAL DONORS
27% FOuNDATIONS
31% CORPORATE
6% EARNED INCOME
FY 2012 REVENuE $915,145
27% 31% 6%
18
%
7%
11
%
11% ChAPTER FEES
4% IN-kIND
10% INDIVIDuAL DONORS
29% FOuNDATIONS
32% CORPORATE
7% gOVERNMENT
7% EARNED INCOME
FY 2016* REVENuE $1,500,00
1
0% 29% 32%
7%
7%
4
%
1
1%
*Although the FY 2016 Revenue Plan includes an increase in government funding and earned income over the three year
period, that will not diminish the anticipated level or need for corporate and foundation support. Our foundation and
corporate support will continue to grow even though their percentages of overall support in the chart are smaller than in
previous years. All percentages are rounded to the nearest whole number.
16% ChAPTER ALLOCATIONS/LOANS
32% ADMINISTRATION/ MANAgEMENT
4% EARNED INCOME
48% PERSONNEL
25% ChAPTER ALLOCATIONS/LOANS
15% ADMINISTRATION/ MANAgEMENT
10% EARNED INCOME
50% PERSONNEL
FY 2012 EXPENSES $1,002,520
16% 32%
4%
48%
25%
15% 10%
50
%
FY 2016 EXPENSES $1,286,721
26 826 NATIONAL • Strategic Plan 2014–2016
REVENuE & EXPENSES 2012 - 2016
Financial Overview 27
28 826 NATIONAL • Strategic Plan 2014–2016
classroom teacher’s improved perception
of student efforts and capacity
classroom teacher’s improved perception
of student efforts and capacity
826 NATIONAL ThEORY OF ChANgE Place-Based Programs (In-Centers)
WRITING (In After-School Program, Field Trips,
and Workshops)
One-on-one attention from
adult volunteer
Promotion of self-expression
Promotion of cultural and
community identification
Builds writing confidence and
skills
CONSISTENT (DAILY)
READING TIME
HABITS OF MIND
VOICE
I have something
to say
SELF-EFFICACY
I know how to say/
write it (skilled)
persistence and
discipline (personal
responsibility)
classroom teacher’s improved perception
of student efforts and capacity
IMPROVED
ACADEMIC
SKILLS
Writing, reading,
math, etc.
IMPROVED
WRITING SKILLS
IMPROVED
READING SKILLS
HOMEWORK
DONE
NORMING
Writing as an
individual
practice
Writing as a
social activity/
experience
NORMING
Reading as a
practice
Reading as a
social activity/
experience
HOMEWORK ASSISTANCE
One-on-one attention from
adult volunteer(s)
Time in structured setting
Institutional support
parental support Parents are supported
in their efforts around
homework
Parents have more
time for positive inter-
action with children
IDENTITY
Students
self-identify as
writer/journalist
COMMuNITY
Increased sense
of “belongingness”
to 826 writing com-
munity
Students
feel connected
to friends, adult
supporters, and a
supportive insti-
tution
Improved self-confidence
in academic performance
Development of
student persistence
and discipline (personal
responsibility)
Sense of accomplishment
in academic performance
HABITS OF MIND
Improved disposition
regarding reading
Student reads
to learn
Student reads
for enjoyment
“3RD PLACE”
• Emotionally/physically safe space
• Multiple positive, supportive relationships with talented, caring, enthusiastic adults (volunteer/staff)
• Program structure
PROJECT-BASED LEARNING
• Opportunities to share artistic work (writing) and accomplishments publicly
CULTURE OF CREATIVITY
• 826 as creative space to explore, especially through writing
• Freedom from judgment Lab environment
• Risk-taking, diversity, experimentation and whimsy welcome
PARENTS HAVE INCREASED
• Pride in their children
• Awareness regarding the importance of education
• Hopes for their child’s future
INCREASED STUDENT PERFORMANCE IN
Language arts assignments
• Writing assignments
• Homework completion and understanding
• Readiness for new lessons in school
• Self-confidence in academic performance
• Self-efficacy
• Ability to express oneself
TEACHERS HAVE INCREASED
• Ability to meet curricular standards
• Joy in teaching
• Sense of support by 826 regarding building student literacy
Theory of Change 29
30 826 NATIONAL • Strategic Plan 2014–2016 Theory of Change 31
826 NATIONAL ThEORY OF ChANgE School-Based & Teacher-Initiated Programs
PROGRAMS
(By order of avg. Dosage)
book publishing
10 – 30 Hours/year
in-school writing workshops
Periodic 1-hour sessions,
4 weeks/year
school field trips to 826 for writing
workshops
2 Hours/year
Students feel supported by
adult mentors
Peer support/reciprocal
learning
Students supported as
writers/learners by peers
NORMING
Reading and writing
as a practice
Reading and writing as a
social activity/experience
IDENTITY
Students self-identify
as writer/journalist
COMMuNITY
Increased sense of “belongingness”
to 826 writing community
Students feel connected to friends,
adult supporters, and supportive
institutions
VOICE
I have something to say
SELF-EFFICACY
I know how to say/write it (skilled)
STuDENTS
Develop skills to express
selves in written word
Identify as member/part of
a writing/arts community
TEACHERS
Improved perception of student
efforts and capacity
“3RD PLACE”
• Emotionally/physically safe space
• Multiple positive, supportive relationships with talented, caring, enthusiastic adults (volunteer/staff)
• Program structure
ARTS PROGRAMMING
• Writing-based, project-based arts programming/curriculum brought into classroom
• Powerful experience for students
• Expanded options for teachers modeled by program
• Student opportunities to share artistic work/ accomplishments publicly
CULTURE OF CREATIVITY
• 826 as creative space to explore, especially through writing
• Freedom from judgment
• Lab environment
• Risk-taking, diversity, experimentation and whimsy welcome
PARENTS HAVE INCREASED
• Pride in their children
• Hopes for their child’s future
INCREASED STUDENT PERFORMANCE IN
Language arts assignments
• Language arts assignments
• Writing assignments
• Assignment completion and understanding
• Self-confidence in academic performance
• Self-efficacy
• Ability to express oneself
TEACHERS HAVE INCREASED
• Ability to meet curricular standards
• Joy in teaching
• Sense of support by 826 regarding building student literacy
• Joy in teaching
• Sense of support by 826 regarding building student literacy
HABITS OF MIND
Belief that her/ his
writing has value
(to others)
Students find
enjoyment in writing
Students motivated
to write as means to
express self/ideas
Increased confidence
in ability to write/
willing to take risks
826 ChAPTERS
826 valencia established 2002 Serves: San Francisco Unified School District
Store: Pirate Supply Store
Executive Director: Bita Nazarian
Board Co-Chair: Thomas Mike
826nyc established 2004
Serves: New York City Public Schools
Store: Brooklyn Superhero Supply Co.
Executive Director: Scott Seeley
Board Chair: Sarah Vowell
826chi (chicago) established 2005
Serves: Chicago Public Schools
Store: The Boring Store
Executive Director: Barry A. Benson
Board Chair: Daniel Kuruna
826michigan established 2005
Serves: Ann Arbor Public Schools, Ypsilanti Public School District, Lincoln
Consolidated Schools, Willow Run Community Schools, and Detroit Public
Schools
Store: Liberty Street Robot Supply & Repair
Executive Director: Amanda Uhle
Board Chair: Jacqui Robbins
826 seattle established 2005
Serves: Seattle Public School District and greater Seattle area school districts
Store: Greenwood Space Travel Supply Co.
Executive Director: Teri Hein
Board Chair: Mia Ellis
826la established 2005
Serves: Los Angeles Unified School District
Store: The Echo Park Time Travel Mart and the Mar Vista Time Travel Mart
Executive Director: Joel Arquillos
Board Chair: Sally Willcox
826 boston established 2007
Serves: Boston Public Schools and greater Boston area school districts
Store: Greater Boston Bigfoot Research Institute
Executive Director: Daniel Johnson
Board Chair: Kevin Whalen
826dc established 2010
Serves: District of Columbia Public Schools
Store: The Museum of Unnatural History
Executive Director: Joe Callahan
Board Chair: Tara Greco