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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


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.


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


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


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.



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.



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.



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.


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


REVENuE & EXPENSES 2012 - 2016

Financial Overview 27


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)



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


• Joy in teaching


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

826 national - impact risingimpactrising.org/.../826-national-strategicplanweb.pdf · dave eggers...

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