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826LA
STRATEGIC PLAN 2015–2018
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826LA 2015–2018 Strategic Plan
MISSION 826LA is a non-profit writing and tutoring organization dedicated to supporting students ages 6-18 with their creative and expository writing skills, and to helping teachers inspire their students to write. 826LA’s services are structured around the understanding that great leaps in learning can happen with oneon-one attention, and that strong writing skills are fundamental to success.
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ver the past few years, 826LA has seen tremendous growth. Since our last strategic plan, the number of hours of programming with students grew over 40% (to a whopping 66,739 hours), and in fiscal year 2015 826LA served a total of 9,587 students. These accomplishments were driven by our vision: Reaching as many underserved students across LA as we can. We know that, by the sixth grade, students born into poverty will have spent 6,000 fewer hours learning than their middle-class peers*; however, we have seen firsthand how 826LA can support a student’s confidence, develop pride in her or his writing skills, and spark a desire to learn and thrive in the world, despite the statistics. This strategic plan is our way of translating this big vision into something more tangible for the next three years. As we look forward, a large priority of ours is building out the foundation that keeps all of our programs running: Volunteers. Volunteers provide the individualized attention and mentoring that is central to 826LA’s programs. In a given week, we have 150+ volunteers working with our students, and we know many of these students rarely get one-on-one attention outside of our programs (LA has one of the highest stu-
dent-to-teacher ratios in the nation at 25 to 1, often higher). Once we have a solid infrastructure to support these volunteers, we’ll be able to grow at a much more sustainable rate.
*From 2014 study by the After-School Corporation 826LA 2015–2018 Strategic Plan
826LA firmly believes that, given our limited resources, we need to focus on reaching underserved students. As part of this three-year plan, we will keep increasing our services to the students and schools who need our programs the most. Over the next three years, we want our name and mission to connect with more people across the city, translating their excitement into donations, partnerships, and quality volunteers. With the help of more Angelenos, 826LA can reach more students across the city. This strategic plan was created with the support of our Board of Directors and staff. We know that to reach the goals on the following pages, we need the support of the entire 826LA community. We hope you enjoy looking under the lid of what we have planned, but more importantly, we hope you join us to make these big ideas happen.
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Four key strategic priorities guide our plans for 2015–2018 to better serve students and strengthen 826LA.
Deepen programming, slightly expand reach, and focus on underserved students
826LA 2015–2018 Strategic Plan
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Grow, retain, and diversify volunteer base
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Grow overall fundraising and strengthen brand awareness
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Continue strengthening our operations, processes and culture, and hire/retain/ diversify the staff and board
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826LA 2015–2018 Strategic Plan
PRIORITY ONE:
DEEPEN PROGRAMMING,SLIGHTLY EXPAND REACH, AND FOCUS ON UNDERSERVED STUDENTS
After scaling at an ambitious rate over the last few years, 826LA is now set to strategically refine how programs are delivered to best meet the needs of underserved students in Los Angeles. From targeting underserved students and schools, to defining the process and pedagogy of how we teach creative and expository writing, 826LA is in a crucial next phase of deepening and strengthening the impact of our work.
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PRIORITY ONE: DEEPEN PROGRAMMING, SLIGHTLY EXPAND REACH, AND FOCUS ON UNDERSERVED STUDENTS GOAL
1. Reach higher percentages of underserved students
As 826LA’s programs become more in demand across the LA region, we are focusing our limited resources on intentionally supporting students and schools who are most in need. While we initially targeted Title I schools (considered the most disadvantaged, with 41% of students who qualify for Federal Free orReduced-Priced Meals) and the students who attend those schools, we decided to raise the bar even higher: Across the board, our programs will focus on schools who have 51% or more of qualifying students within the Los Angeles Unified School District. However, each of our programs—designed with a unique purpose and value—has its own distinct goals of who it aims to serve in the next three years. • AFTER-SCHOOL TUTORING AND TUESDAY AND THURSDAY NIGHT TUTORING already serve 100% of students who quality for Free and Reduced-Priced Lunch, and we will continue to support these high-need students. • IN-SCHOOL PROJECTS, which already target Title I schools, will focus on connecting with schools who have an even higher need: Schools that have at least 65% of students who qualify for Free and Reduced-Priced Lunch by 2018. • FIELD TRIPS will grow to exclusively serve schools who meet the target goal of 51% or more students who qualify for Free and Reduced-Priced Lunch. • WORKSHOPS will be the most open program for students outside of our target goal, encouraging a variety of students to interact and learn from each other while still emphasizing the importance of supporting underserved students (reaching up to 75% of students who qualify for Free and Reduced-Priced Lunch within three years).
826LA 2015–2018 Strategic Plan
GOAL
2. Deepen overall programming impact
Writing is central to 826LA’s mission, and over the next three years we will ensure our writing purpose, process, and pedagogy for each program are clearly communicated so that everyone—from parents to volunteers—will understand why creative and expository writing are so important, and how it truly impacts the growth and potential of every student. To further ensure we are having the intended impact on students, we will work in lockstep with 826 National’s impact evaluation team to refine our evaluation and surveys. • SOLIDIFY OUR WRITING PEDAGOGY by ensuring that it is infused with purpose and meaning. We will equip staff, volunteers, and parents to understand this pedagogy and use it to further support students through our programs. We will also refine our programs to better support teachers and connect to Common Core curriculum requirements. • EXPAND IMPACT EVALUATION by working closely with 826 National on additional potential impact surveys to better understand the impact of our programming.
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PRIORITY ONE: DEEPEN PROGRAMMING, SLIGHTLY EXPAND REACH, AND FOCUS ON UNDERSERVED STUDENTS GOAL
3. Slightly expand program reach
With our attention on reaching underserved students and deepening the impact and quality of our programming, we expect the number of students served to level off for most of 826LA’s programs. Our programs currently reach the largest number of students within the 826 National network—9,587 in total—and we look forward to further growth a few years down the line. Specific projections vary per program by the 20172018 school year. • GROW IN-SCHOOL PROGRAMS. This program will grow the most because of the flexibility to go to high-need areas and schools, and also because of our continued work with the Great Los Angeles Personal Statement Weekend and other projects that serve large amounts of students. We are excited to see growth at the Manual Arts Writers’ Room over the next three years in both the total number of students served and in the type of programming offered. We project a 17% increase over the next three years, for a total of 3,035 students served. • RETAIN STUDENTS IN AFTER-SCHOOL TUTORING AND TUESDAY
AND THURSDAY NIGHT TUTORING. The number of students served might slightly decrease as we aim to retain students throughout the years with lower student turnover, and as we work to provide high quality programming to students. We aim to reach 286 students by 2018.
• SLIGHTLY GROW WORKSHOPS. Over the next three years, the
number of students served through the Workshop program will increase to 1,370 students.
• SUSTAIN STUDENTS SERVED THROUGH FIELD TRIPS. We will see a slight dip in the total number of students served (4,625 by 2017-2018), as we are refocusing our work here on our target schools: Those schools with 51% or more students who qualify for Free or Reduced-Priced Lunch.
826LA 2015–2018 Strategic Plan
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PRIORITY ONE: DEEPEN PROGRAMMING, SLIGHTLY EXPAND REACH, AND FOCUS ON UNDERSERVED STUDENTS GOAL
4. Solidify the Writers’ Room at Manual Arts High School and partnership sites
826LA launched our first in-school Writers’ Room at Manual Arts High School in 2013-2014 to expand our services to South LA, and in 2014-2015 reached 633 students through personal statement support, as well as other creative and expository writing and publishing projects. During these last two years, we not only built up these new on-campus services, but also learned the unique benefits and opportunities of offering full-time programming at an offsite location. We see huge potential in using this on-campus Writers’ Room model to expand our programming and impact to more students across Los Angeles in the future. Similarly, our partnership with the Hammer Museum for the past few years has opened up more exploration into new pilot programs with organizations across the city. • SOLIDIFY MANUAL ARTS. For the next three years, 826LA will focus on ensuring Manual Arts High School programming, staffing, volunteers, and impact are strong and strategically in place. As this becomes solidified, we will explore other programming opportunities, including an after-school program. • GROW WRITERS’ ROOM SCHOOL PARTNERSHIPS. Based on the success of the Manual Arts Writers’ Room, 826LA will look to develop additional satellite Writers’ Rooms with other schools. • DEVELOP ADDITIONAL PARTNERSHIPS. Based on the success of 826LA’s ongoing partnership with the Hammer Museum, we will pilot additional off-site programming with selected partners. By 2018, these initial partnerships will provide us with additional ways to work with high-need students, and will give us an idea of how we can keep expanding our writing-based services within the city of Los Angeles. Partnerships will also help 826LA to develop further brand awareness (see Priority 3 for details).
826LA 2015–2018 Strategic Plan
GOAL
5. Build out College Access as core component of certain programs
Over the last few years, 826LA has grown to include College Access support for students as part of our programming. Through our Workshops, In-Schools, and Field Trips programs, we will continue developing this essential component of our mission to equip students for their future. And since 826LA can only provide support in this one area for students as they prepare for college, we will partner with other great college-prep organizations in the area who can pick up where our work leaves off. • DEVELOP PARTNERSHIPS. Beginning in 2016, we will explore ways to partner with other college access organizations who can bolster our efforts and provide professional development support. 826LA’s first partner will be College Track, and 826LA will continue to work with partner organizations like Los Angeles Education Partnership and Scholar Match to provide support for staff and students alike. • SHARE PERSONAL STATEMENT SUPPORT MODEL. Our Personal Statement Weekend and other In-School, Workshop, and Field Trip-based programs continue to be successful in supporting students on their journey toward college. To better understand the effectiveness of this model, 826LA will work with 826 National to run a research study, and will put plans into place to find ways to share this model with others, through a book, publication of the study, or otherwise.
PARTNER WITH US! Let us know if you have an idea of where we can bring our programs to new communities (or offer more resources to our students). 15
826LA 2015–2018 Strategic Plan
PRIORITY TWO:
GROW, RETAIN, AND DIVERSIFY VOLUNTEER BASE
826LA’s programs benefit from the support of thousands of volunteers, who provide individual attention and mentoring to students. On any given week, more than 150 volunteers are supporting students through writing personal statements, creating stories about imaginative characters, or helping a young student with homework. Coming from a variety of professional and cultural backgrounds, these outstanding individuals are the necessary link to creating an impactful, supportive, and safe learning environment for our students. As we look to further growing the 17
number of students we serve, we must also focus the next three years on strengthening and solidifying our volunteer program—namely, how we recruit, onboard, retain, and value our volunteers. 826LA’s three-year plan is to grow from 21,085 hours of volunteer work in 2014–2015 to 24,500 hours in 2017–2018—an over 16% increase.
826LA 2015–2018 Strategic Plan
PRIORITY TWO: GROW, RETAIN, AND DIVERSIFY VOLUNTEER BASE
GOAL
1. Grow, retain, and diversify volunteer base
Intentionally growing our volunteer base will be an essential part of strengthening the overall volunteer program at 826LA. Over the next three years, we will specifically increase our pool of senior volunteers who can offer consistent time and strong intergenerational mentorship, and racially and ethnically diverse volunteers who can forge deep connections with students and become strong role models. Our attention to quality and diversity in volunteers is critical, and we will make great efforts to provide the right kind of support that volunteers need to feel like their work with 826LA is invaluable. • GROW BY EXPANDING TARGET COMMUNITIES. As we continue to grow our In-School program in new areas of Los Angeles, we will strategically target new communities near our programming sites, including Leimert Park, West Adams, the San Fernando Valley, Pasadena, Boyle Heights, and East LA. • RETAIN BY PROVIDING STRUCTURE AND BELONGING. To continue
strengthening how we retain our volunteer base, 826LA will establish suggested volunteer commitments, improve our training and communication with new volunteers, increase volunteer appreciation, and ensure there is a strong sense of belonging and understanding of the direct impact of being a volunteer. • DIVERSITY BY ESTABLISHING PARTNERSHIPS. We will partner with groups who can provide long-term sources of committed and diverse volunteers (i.e. mission-driven businesses and tech companies; local college and universities; organizations like Prime Time and AARP) who also prioritize providing volunteers to community organizations during our programming hours (8 am–8:30 pm).
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826LA 2015–2018 Strategic Plan
PRIORITY THREE:
GROW OVERALL FUNDRAISING AND STRENGTHEN BRAND AWARENESS
As the needs increase for stronger programming and volunteer support, so does the importance of having the finances to invest in these decisions over the next few years. In 2015–2018, we will focus on building a more sustained interest in what 826LA is doing in the lives of students across the city through marketing, PR , and general brand awareness. By telling the stories of our students and programs—andsimultaneouslystrengthening our overall fundraising—we will inspire more people to get involved by donating, volunteering, or spreading awareness. 21
PRIORITY THREE: GROW OVERALL FUNDRAISING AND STRENGTHEN BRAND AWARENESS GOAL
1. Continue growing fundraising
For the next three years, our dreams for 826LA demand financial stability to ensure they can become a reality. As a result, our core focus in fundraising is to strengthen the two main drivers of consistent support and community: Our fundraising events like Tell Me a Story and our donor stewardship society Partners in Time. In addition to these two key fundraising initiatives, our team will work across all fundraising avenues (especially individual and corporate giving) to increase our operating budget, reaching $1.8MM by 2018. • STRENGTHEN BASE OF INDIVIDUAL DONORS. We will focus especially on major and recurring individual donors by updating our donation platform and encouraging overall board cultivation. • GROW TELL ME A STORY EVENT. By 2018, we aim to reach our goal
of $500K, with augmented fundraising through an online auction platform such as Omaze or CharityBuzz.
• GROW OVERALL CORPORATE GIVING. With growing relationships
through corporate volunteering partnerships, we aim to convert these teams into sustained financial support.
BECOME A PARTNER IN TIME!
Go to 826la.org/join to support what we’re doing through monthly giving. 826LA 2015–2018 Strategic Plan
GOAL
2. Increase brand awareness through marketing and PR
826LA has a strong brand and desires to be recognized by a fiercely passionate and dedicated community of people in Los Angeles. But with a vision to impact thousands of kids across the LA area, we need to strengthen people’s understanding of what 826LA does and grow our reach into more communities. For us, that starts with equipping parents, teachers, and volunteers to spread our message. However, beyond our immediate network, we want to target a variety of key audiences who can help us in our volunteering and fundraising goals. Through the help of 826 National’s marketing efforts and additional in-kind or low cost services, we will use what opportunities are available to us to keep spreading 826LA’s message far and wide. • BUILD MARKETING CAPACITY. We will strengthen our existing marketing and PR focus and capacity by focusing on key target audiences, and connecting with 826 National’s marketing efforts. • EQUIP PARENTS, TEACHERS, VOLUNTEERS. To ensure our story and
message is being spread by the people who know and love us the most, we will create materials and provide support to our core audience.
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PRIORITY THREE: GROW OVERALL FUNDRAISING AND STRENGTHEN BRAND AWARENESS
GOAL
3. Make the stores financially sustainable, accessible to the local community, and impactful for 826LA’s mission
Each of the 826LA storefronts is a unique and creative expression of what makes the organization so special. Over the next three years, we want to use these spaces to better interact with the local community: sharing our mission, recruiting diverse volunteers, attracting donors, and selling new, accessible products. In a few years’ time, this increased attention on the stores (along with online sales) will allow them to be both self-sustaining and valuable for 826LA and the local community. • BECOME SELF-SUSTAINING. Bring in $120K per year by 2018 through the two locations and online sales (in addition to reaching other success metrics like volunteer and donation increases). • MORE OVERTLY CONNECT TO THE MISSION. Use the stores as a
way to share what 826LA is doing by:
• Consolidating Time Travel Mart and 826LA social media profiles into one • Increasing 826LA logo-branded products to 70% • Featuring four window displays over 2015-2016 school year that highlight student programming or volunteers • MAKE STORE AND ITS PRODUCTS MORE ACCESSIBLE. Connect with the local community by creating Spanish language products and other products that are helpful for learning (like pencils and notebooks), offering a substantial discount for all 826LA students and families.
FOLLOW US!
Follow us on your favorite social media platform at @826la.
826LA 2015–2018 Strategic Plan
• INCREASE ONLINE SALES. By leveraging creative marketing strategies during high-shopping seasons, use the online store as a way to increase support, especially for people outside of the LA region.
V IS IT OUR S TO RE S !
Stop in to one of our stores to check out our new products, or go to timetravelmart. com to shop online. 25
826LA 2015–2018 Strategic Plan
PRIORITY FOUR:
CONTINUE STRENGTHENING OUR OPERATIONS, PROCESSES, AND CULTURE, AND HIRE/RETAIN/ DIVERSIFY THE STAFF WE NEED TO DO GREAT WORK
The foundation of any strategic plan rests on the strength and ability of the staff and board to achieve the plan. Our amazing staff inspires and empowers hundreds of students every week, and we want to make sure this team continues to thrive. So often non-profit staff get burnt out or disconnected from the mission, but we want to ensure that each person feels supported across every facet of her or his role.
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PRIORITY FOUR: CONTINUE STRENGTHENING OUR OPERATIONS, PROCESSES, AND CULTURE, AND HIRE/RETAIN/DIVERSIFY THE STAFF WE NEED TO DO GREAT WORK GOAL
1. Grow and diversify staff and focus on retention
As 826LA deepens its programming and impact, the need for staff support will also deepen. Over the next year, a lot of our work will be spent evaluating what kind of staff we need to grow our programs and deepen our impact. By the end of 2016, we will have a clearer understanding of which key hires need to be made to support the respective strategies. As we make these hires, we will focus on bringing in people who reflect the communities that we serve, no matter what level of staffing they are on. The logical next step in this staff plan is retention. We hope to provide more clarity through new tools and goals so each staff member is confident and engaged in her or his work. • GROW STAFF. Evaluate which hires need to be made, and how the annual budget might need to be adjusted in 2016 and beyond to accommodate these needs. • DIVERSIFY AS WE GROW. As we hire over the next few years, we will focus on recruiting people from our local communities for all positions, especially Spanish speakers and individuals with greater experience. • RETAIN STAFF. By the end of 2015, define roles and responsibilities,
along with a clear (and encouraging) process for holding team members accountable for their goals, and encouraging staff to grown in their jobs.
826LA 2015–2018 Strategic Plan
GOAL
2. Strengthen internal operations and culture
To help all of our programs run more efficiently—especially with a team who is spread across multiple sites—we will thoughtfully design systems and processes to help programming staff work collaboratively and creatively. Leadership will work with each member of 826LA’s staff on an ongoing basis to ensure that these internal operations are supportive, and our quarterly retreats will provide a higher-level check-in to make sure that we are on-track with our work. • IMPLEMENT A SYSTEM BY 2016. Include clear program expectations, new communication methods, and other necessary tools that bolster overall internal operations. • SUPPORT STAFF BANDWIDTH. Host impactful planning meetings
and development retreats to tackle bigger-picture challenges, along with ongoing support of staff to help each person reach her or his goals. • STRENGTHEN INTERNAL COMMUNICATION ACROSS 826LA. Find new ways to ensure clarity amongst the board, leadership team, and staff, and also connect staff working in different locations.
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PRIORITY FOUR: CONTINUE STRENGTHENING OUR OPERATIONS, PROCESSES, AND CULTURE, AND HIRE/RETAIN/DIVERSIFY THE STAFF WE NEED TO DO GREAT WORK GOAL
3. Strengthen, grow, and empower the Board
The 826LA Board is a distinctly passionate and engaged group of volunteers. Over the next three years, the Board will go through their own respective growth: Expanding the number of seats around the table, encouraging deeper investment through volunteering and committees, and strengthening all facets of governance. With their support—and the continued support of our advisory board—826LA will have the solid foundation we need to reach more and more students (and volunteers) across LA. • GROW TO 16 BOARD MEMBERS. Within the next three years, focus on recruiting diverse individuals, including Latina/os, and have a background in marketing/PR, legal, HR, retail, and branding.* • INCREASE BOARD MEMBER VOLUNTEERING TO WORK WITH STU-
DENTS. By spending time investing directly in our programs, 826LA’s board will have more direct connection to the mission to better recruit donors and volunteers.
• STRENGTHEN BOARD GOVERNANCE. Provide more clarity on how the board supports 826LA through term limits, give/get requirements, and committees. • BETTER LEVERAGE THE ADVISORY BOARD. Use this stellar roster to
help where most needed, and also bring in more members who provide a strong writer’s perspective.
BECOME A BOARD MEMBER! Interested? Or know someone who might be a great Board Member? Contact us at info@826la.org. 826LA 2015–2018 Strategic Plan
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826LA in Echo Park 1714 W. Sunset Blvd. Los Angeles, CA 90026
826LA in Mar Vista 12515 Venice Blvd. Los Angeles, CA 90066