Strategic Plan 2014 – 2016 826 NATIONAL TEAM 826 NATIONAL GErald Richards CEO' Lauren Broder Director of Research & Evaluation Strategic Plan Fiscal Years Kait Steele Director of Field Operations Lindsey Bourne Finance & Operations Manager 2014 – 2016 Eric Stensvaag Director of Development & Marketing Cooper Dinning Salesforce & IS Administrator 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 reece hirsch Partner, Quinn Emanuel Urquhart & Partner, Morgan, Lewis & Bockius LLP, Sullivan, LLP San Francisco Office tynnetta mcintosh Board Vice President jordan kurland Director of Corporate Internal Founder and Owner, Zeitgeist Artist Communications, JP Morgan Chase & Co. Management amir mokari Board Treasurer daniel kuruna Ex Officio - 826 Chicago Investor, Conatus Capital Proprietor, Eyequilt Marketing Consultancy dave eggers Co-Founder of 826 National Joseph Malcoun Ex-officio - 826michigan Founder of Mcsweeney’s Publishing, LLC, President, CKM Capital Partners and Award-Winning Author Mary Schaefer jodie evans Ex Officio - 826LA Vice President, BlackRock/iShares Author, Documentary Film Producer, and Andrew Strickman Ex-officio - 826 Valencia Co-Founder of CODEPINK Lead Creative and Brand Steward, Move, Inc jennifer bunshoft Deputy Attorney General, California Attorney tessie topol General’s Office Vice President of Corporate Social Responsibility and Community Affairs, Time Warner Cable howard cutler Ex Officio - 826 Seattle Executive Producer, WGBH Educational kevin whalen Ex Officio - 826 Boston Foundation (Retired) Senior Vice President and Senior Portfolio Manager at Morgan Stanley Smith Barney, Boston tara greco Ex Officio - 826DC Senior Manager, Brand, Communications leah williams & Community, Deloitte Services General Counsel, WestEd bill heinzen Ex Officio - 826NYC gerald richards Deputy Counsel to the Mayor, New York City CEO, 826 National

Emeritus Board Members 826 NATIONAL nÍnive calegari Co-Founder of 826 National 44 Gough Street, Suite 206, San Francisco, California 94103 President, Teacher Salary Project P: 415-864-2098 F: 415-864-2388 www.826national.org 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 INTRODUCTION AND Background Since its founding in San Francisco in 2002 by award-winning author Dave Eggers EXECUTIVE SUMMARY 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 Valencia: Celebrating 8/26 Day 826 National (August 26th) with an 826 Write-A-Thon. In 2008, a national office was established to serve the growing network of chapters by maintaining the brand, developing evaluation systems, coordi- MISSION nating national press and marketing initiatives, building a base of national supporters, ensuring programmatic quality and consistency, and overseeing The mission of 826 National is to provide strategic replication of the 826 model. leadership for the 826 network by conducting 826 National is the hub of the 826 network. It is an independent nonprofit research and evaluation to nurture ongoing learning organization that provides strategic leadership, administration, and other and support quality standards; to promote the 826 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 brand on a national level by communicating and in its financial standing and awareness-building. advocating for the importance of writing and creativity; The Strategic Plan in a Nutshell to raise funds to support the development and This strategic plan addresses and defines the case for why 826 is needed— sustainability of the network; and to nurture the its model, programs, and target audience; the role of 826 National and its goals growth of new and existing 826 chapters. and activities; how 826 National will measure progress and success towards those goals; its expansion plans; and the marketing and funding efforts required Vision to make it all happen.

826 National fosters a robust network of writing and tutoring centers to equip In sum, this plan is designed to lay out what we do, why we do it, where we’re students, especially those from under-resourced communities, with the writing going, and how we plan to get there together with our supporters and—most skills and confidence to achieve their goals and become engaged members of importantly—the students, parents, and teachers that drive and inspire us. their communities. Fellow pirates, time travelers, mad scientists, and superheroes: All aboard!

6 826NATIONAL • Strategic Plan 2014–2016 Introduction & Executive Summary 7 How Can Bigfoot, Robots AND We see a future in which generations of students Time Travelers Help National who participate in 826 National’s programs develop Education Reform? the character strengths and twenty-first-century The Need for the 826 National Network 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 826CHI: Student authors at work. for the challenge and eager to take it on.

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.

8 826NATIONAL • Strategic Plan 2014–2016 The Need for the 826 National Network 9 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 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 In 2012, 826 chapters served more than 30,000 education, creative writing, and their impact on youth; publishes student work students, thanks in large part to the efforts of more prodigiously; and cultivates staff members’ growth into nonprofit leaders. than 4,500 volunteers nationwide. Our chapters 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 offer a variety of inventive programs that provide free or reduced lunch, and approximately 90% of all of the students who parti- cipate in 826 programs live in under-resourced communities, with a vast majority under-resourced students in urban areas, ages consisting of students of color. Roughly 50% of our After-School students are in 6-18, with opportunities to explore their creativity, middle school (grades 5-8), and many are English Language Learners. Our After- School Tutoring program offers these students individualized support toward participate in cultural projects, work on their 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 homework, and improve their writing skills. Our where they may need help. core model involves: Each 826 chapter creates a safe learning environment where students from all Writing and tutoring centers strategically located in cities that provide geographic class and ethnic backgrounds come together to learn, share, play, and be curious. diversity to the network’s national footprint. The individual neighborhoods where Our centers act as a much-needed “Third Place” for students: a place different centers are located were chosen because they are under-resourced, gang-neutral, from home and school that fosters creative interaction—with words, ideas, and accessible by public transportation to both volunteers and students, and have sometimes superhero gear. multiple public schools nearby. 826 NATIONAL OFFICE Cost-effective project-based writing programs that reach students at every opportunity: during the school day, after school, and on the weekends, at both Over the past several years the National office has been on a pace of steady our centers and right in school classrooms. Research has shown the effectiveness growth, building organizational infrastructure and creating processes to best of bringing tutoring into the public school classroom, so we make that aspect support the current chapters, as well as preparing for the next phase in 826’s of our programming a priority. Our programs are portable, malleable, and easily growth. These efforts have been designed to strengthen the foundation of 826 adapted to align with different curricula. National and its chapters, with an eye toward growing our existing programs and locations, and expanding into new frontiers. Active and engaged volunteers that enable us to offer individualized attention to our students, implement our broad programmatic reach, and help ensure the 826 National and the eight chapters it supports each have separate 501(c)(3) quality of our efforts and end products—the books and other publications our status. Each 826 chapter pays a licensing fee and signs a chapter affiliation students are so proud to show the world. agreement that outlines the requirements of the relationship and connection between 826 National and each of its chapters. 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.”

12 826NATIONAL • Strategic Plan 2014–2016 The 826 Model and 826 National Office 13 ONWARD! PRIORITY 1 Research & evaluation, learning & quality standards: Conduct research & evaluation to support ongoing learning & 826 National Moving Forward, 2014 – 2016 ensure quality standards.

Research and evaluate programs to Promote the 826 brand on a national Since its inception, a main priority for the National office has been to bolster assess impact, document results, and level. Communicate and advocate research and evaluation throughout the organization. All 826 chapters participate ensure the quality and consistency of for the importance of writing and in quantitative program reporting that documents frequency of programing; core programs. creativity in the national arena. 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 826 National continue internal review and evaluation work, including alternating evaluation has identified four projects such as the TOWL (Test of Written Language) writing assessments and specially-designed studies. strategic priorities for the 826 National Staff GOAL 2: Ensure the quality and consistency of core programs and Board for the fiscal 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 years 2014-2016. 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 Strengthen internal operations Create a robust and sustainable fund- reform initiatives and 826’s own work. The Science, Technology, Engineering to fortify existing sites and prepare raising strategy to support the national and Mathematics (STEM) education programs and writing workshops we piloted for realistic expansion, adding office and the network. Raise funds in the summer of 2012 are a prime example. We will also encourage replication - 1 2 new chapters. from diverse national sources that of new programs, elements or extensions from among the 826 chapters (e.g. augment local efforts. 826LA’s pen-pal program, 826DC’s poetry iPad app, and the like).

14 826NATIONAL • Strategic Plan 2014–2016 826 National Moving Forward, 2014–2016 15 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 organizations 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 826DC: An After-School Tutoring student invents her own creature. 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 PRIORITY 2 Brand, marketing & advocacy. Bolster 826’s brand opportunities. The National office will continue to produce monthly newsletters strength to increase awareness, visibility and ongoing vitality that are distributed to our network of donors and supporters as well as staff and of programs. national and local Board members. We will develop strategic and crisis communi- cations plans that each chapter may adapt for local contexts, and we will develop The 826 brand has positive name recognition, a ten-year track record of service, a plan to increase the content available on, and utilization of, the 826 intranet. 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.

16 826NATIONAL • Strategic Plan 2014–2016 826 National Moving Forward, 2014–2016 17 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 U.S. Secretary of Education Arne Duncan visits 826 Valencia and spends time talking with the that guides attendees on creating their own arts education or youth development students, volunteers, parents and staff. 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 PRIORITY 3 Fundraising: Create a robust and sustainable This Funny, with proceeds going to our programs; and the possible licensing of fundraising strategy to support the National office and the network. some of our programs to outside nonprofits.

Since the National office was established in 2008, its operating budget has grown GOAL 4: Establish a chapter contingency/loan fund 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 development and inno- In the past, 826 National has provided emergency support to 826 chapters in need. vation, and advocacy—and as we prepare to take the 826 model to scale—general Funds will be raised to create a new fund from which the National office can make operating needs have increased. emergency grants and/or loans to chapters, based on parameters created by the National Board’ Contingency/Loan Fund Committee. These funds will be kept sep- Although for the chapters’ ongoing sustainability they must continue to establish arate from National’s main revenue streamin order to preserve its ability to support and cultivate a local and diverse base of supporters, 826 National will also seek to chapters through grants and other avenues. 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 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.

18 826NATIONAL • Strategic Plan 2014–2016 826 National Moving Forward, 2014–2016 19 INTERNAL

GOAL 1: Develop the 826 National Board

The 826 National board is made up of independent members and representatives 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 826LA: Personal Statement Weekend: High school students and tutors research information on 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. PRIORITY 4 Internal and external growth: Strengthen internal operations to fortify existing sites and prepare for realistic expansion. GOAL 4: Evaluate and improve chapter agreements, dashboards, and annual reporting 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 826 National and its chapters are connected through an affiliation agreement internal capacity, create structures that make day-to-day operations more efficient that outlines the relationship and responsibilities of both parties. The agreements, and effective, and support the development of new 826 chapters. Over the next dashboards, and reporting will be updated to reflect the realities and changes three years, 826 National will scale up, replicate, and adapt the 826 writing and occurring in our growing organization. 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 GOAL 5: Deepen our work in our current eight cities impact in the communities they serve, and by expanding to at least two new sites. 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.

20 826NATIONAL • Strategic Plan 2014–2016 826 National Moving Forward, 2014–2016 21 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.

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.

22 826NATIONAL • Strategic Plan 2014–2016 826 National Moving Forward, 2014–2016 23 Since the National office was established in 2008, it has worked to raise funds for HOW MUCH IS A SPACESHIP? its operations, as well as to provide consistent assistance to 826 National chapters Financial Overview starting up and intermittent assistance to those in need of funding due to unfore- seen 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 relationships 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, corp- orations, individuals, chapter fees and earned income from book projects, our webstore, and our 101 Seminar.

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

*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).

24 826NATIONAL • Strategic Plan 2014–2016 Financial Overview 25 Revenue & Expenses 2012 - 2016

% 1 10 6% 2 % 2 5% 11 7 %

2 9

%

% % 1

7 1

%

% 0

* 8

5 FY 2012

FY 2012 FY 2016 FY 2016

4

%

4

REVENUE

3

EXPENSES EXPENSES

REVENUE

2

%

%

1 %

$915,145

$1,002,520 $1,286,721

$1,500,00

8

5

7

1

%

%

3

7

1

%

3

1

%

2

0

6

%

%

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%

18% Chapter Fees 11% chapter fees 16% Chapter 25% Chapter 7% In-Kind 4% in-kind Allocations/Loans Allocations/Loans 11% Individual donors 10% indiVIDUAL DONORS 32% Administration/ 15% Administration/ Management Management 27% Foundations 29% Foundations 4% EARNED INCOME 10% EARNED INCOME 31% Corporate 32% corporate 48% Personnel 50% Personnel 6% Earned Income 7% government 7% EARNED INCOME

*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.

26 826NATIONAL • Strategic Plan 2014–2016 Financial Overview 27 826 NATIONAL THEORY OF CHANGE Place-Based Programs (In-Centers)

HABITS OF MIND “3RD PLACE” Classroom teacher’s improved perception • Emotionally/physically safe space of student efforts Sense of accomplishment and capacity • Multiple positive, supportive relationships with talented, HOMEWORK ASSISTANCE Development of in academic performance IMPROVED caring, enthusiastic adults (volunteer/staff) student persistence Homework ACADEMIC One-on-one attention from and discipline (personal SKILLS • Program structure adult volunteer(s) Done responsibility) Parental Support Time in structured setting Parents are supported PROJECT-BASED LEARNING Writing, reading, Institutional support in their efforts around math, etc. • Opportunities to share artistic work (writing) and Improved self-confidence homework in academic performance accomplishments publicly Parents have more CULTURE OF CREATIVITY time for positive inter- action with children • 826 as creative space to explore, especially through writing

• Freedom from judgment Identity Lab environment WRITING Students • Risk-taking, diversity, experimentation and whimsy welcome (In After-School Program, Field Trips, Voice self-identify as and Workshops) Norming writer/journalist I have something Classroom teacher’s PARENTS HAVE INCREASED One-on-one attention from Writing as an to say Community improved perception adult volunteer individual Increased sense • Pride in their children Self-Efficacy of student efforts IMPROVED practice of “belongingness” • Awareness regarding the importance of education Promotion of self-expression I know how to say/ to 826 writing and capacity WRITING SKILLS Writing as a write it (skilled) community Promotion of cultural and • Hopes for their child’s future social activity/ persistence and Students community identification experience discipline (personal feel connected INCREASED STUDENT PERFORMANCE IN responsibility) to friends, adult Builds writing confidence and supporters, and a Language arts assignments skills supportive insti- tution • Writing assignments

• Homework completion and understanding HABITS OF MIND • Readiness for new lessons in school • Self-confidence in academic performance Norming Student reads • Self-efficacy for enjoyment Classroom teacher’s Reading as a Student reads improved perception • Ability to express oneself CONSISTENT (DAILY) practice to learn of student efforts IMPROVED and capacity TEACHERS HAVE INCREASED READING TIME Reading as a READING SKILLS social activity/ • Ability to meet curricular standards experience Improved disposition • Joy in teaching regarding reading • Sense of support by 826 regarding building student literacy

28 826NATIONAL • Strategic Plan 2014–2016 Theory of Change 29 826 NATIONAL THEORY OF CHANGE School-Based & Teacher-Initiated Programs

HABITS OF MIND “3RD PLACE” • Emotionally/physically safe space • Multiple positive, supportive relationships with talented, Students motivated caring, enthusiastic adults (volunteer/staff) Students find to write as means to • Program structure enjoyment in writing express self/ideas ARTS PROGRAMMING • Writing-based, project-based arts programming/curriculum  Increased confidence in ability to write/ brought into classroom willing to take risks  Belief that her/ his writing has value • Powerful experience for students (to others) • Expanded options for teachers modeled by program • Student opportunities to share artistic work/ accomplishments publicly Programs Students feel supported by Identity CULTURE OF CREATIVITY (By order of avg. Dosage) adult mentors Students self-identify Book Publishing Students • 826 as creative space to explore, especially through writing Peer support/reciprocal as writer/journalist Develop skills to express • Freedom from judgment 10 – 30 Hours/year learning Community selves in written word • Lab environment In-School Writing Students supported as Increased sense of “belongingness” Identify as member/part of • Risk-taking, diversity, experimentation and whimsy welcome Workshops writers/learners by peers to 826 writing community a writing/arts community PARENTS HAVE INCREASED Periodic 1-hour sessions, NORMING Students feel connected to friends, 4 weeks/year Teachers • Pride in their children Reading and writing adult supporters, and supportive institutions Improved perception of student • Hopes for their child’s future School Field Trips as a practice to 826 for Writing efforts and capacity Reading and writing as a Voice INCREASED STUDENT PERFORMANCE IN Workshops social activity/experience I have something to say Language arts assignments 2 Hours/year • Language arts assignments Self-Efficacy • Writing assignments I know how to say/write it (skilled) • 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

30 826NATIONAL • Strategic Plan 2014–2016 Theory of Change 31 OUR CHAPTERS

826 Valencia established 2002 Serves: San Francisco Unified School District Store: Pirate Supply Store Executive Director: Bita Nazarian Board Co-Chair: Matt Middlebrook

826NYC established 2004 Serves: New York City Public Schools Store: Brooklyn Superhero Supply Co. Executive Director: Joshua Mandelbaum 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: Joseph Malcoun

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:Jodie Evans

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