Alternate  ROOTS
2016 - 2018 Strategic Plan
Our Mission ............................................................................................................................3 Our Values ..............................................................................................................................3
Executive Summary ...........................................................................4 1976 – 2016 ............................................................................................................................4 Staff Structure ........................................................................................................................6 Intention ................................................................................................................................8 Trajectories ............................................................................................................................8 Emergent/Organizing ...........................................................................................................9 Strategic Planning Timeline..................................................................................................9
Strategic Plan .................................................................................. 10 Trajectory 1 ..........................................................................................................................10 Trajectory 2 .......................................................................................................................... 13 Trajectory 3 ..........................................................................................................................15 Trajectory 4 ..........................................................................................................................17 Trajectory 5 ..........................................................................................................................19
Appendix .........................................................................................20 Intercultural Leadership Institute ......................................................................................21 Cultural Policy and Advocacy Partners ............................................................................. 23 Partners In Action Project Partners ...................................................................................25 Regional Engagement Map ................................................................................................ 28 Staff Structure ......................................................................................................................29 Planning Grid ......................................................................................................................30 Glossary ...............................................................................................................................31 ROOTS Staff and ExComm ..................................................................................................32
Cover art by Alternate ROOTS member and visual artist Ariston Jacks.
Our Mission Alternate ROOTS is an organiza2on based in the Southern USA* whose mission is to support the crea2on and presenta2on of original art, in all its forms, which is rooted in a par2cular community of place, tradi2on or spirit. As a coali2on of cultural workers we strive to be allies in the elimina2on of all forms of oppression. ROOTS is commiCed to social and economic jus2ce and the protec2on of the natural world and addresses these concerns through its programs and services.
Our Values We believe art is valid and important work. We celebrate independent ar2sts as well as companies. We respect ar2sts who work in their communi2es, at home and on the road. We believe in partnerships. We strive for diversity and equity. We believe in self-‐determina2on. We strive to promote cultural democracy. We believe in arts-‐in-‐educa2on. We seek to effect social change through our art. We embrace our regional iden2ty. We encourage cri2cal dialogue and cri2cal thinking. We support alterna2ve structures. We are commiCed to the pursuit of a just and peaceful world. We are dedicated to challenging one another, teaching one another, and growing together.
Executive Summary
40 1976 – 2016
In September of 2016 Alternate ROOTS will celebrate 40 years since it officially became a legal organiza2on. Over that 2me span ROOTS has witnessed and been the catalyst for dynamic change in the field of arts, culture and social jus2ce. The impact of a small group of southern ar2sts organizers on the na2onal arts landscape is difficult to quan2fy, but should not be under es2mated. This organiza2on, founded on principles of cultural equity, an2-‐oppression, community, sharing, and the power of first person narra2ves has grown from a voice on the fringe of the conversa2on to one with access and influence in many of the important conversa2ons of our 2me. The growth and development of this organiza2on over the past four decades is not by accident. It is due to the work of ar2sts fully engaged with and accountable to their communi2es. It is because the organiza2on recognizes that the power of decision-‐making belongs to those that are most affected by the decision. It is because the organiza2on is never sa2sfied with itself and con2nues to struggle to be the embodiment of the world it seeks to create. The work of Alternate ROOTS strives to be an2-‐oppressive and an2-‐racist. We focus our awareness on how power is recognized, structured and shared in a community. We strive to build personal power, a sense of self, and the ability to speak against injus2ce and act for good in the world. We understand that we must understand how power works in our communi2es, where it is held, and where it is being s2fled, in order to affect change in our communi2es. A great por2on of ROOTS power rests in the body of its membership. ROOTS members are the embodiment of ROOTS principles. Their work, both in the community and the studio, animates the values and manifests the vision that ROOTS has for Southern communi2es to have access to crea2ve solu2ons to their own needs. As a principle Alternate ROOTS work is done in partnership with our members, their community partners, and our allied peer organiza2ons. We recognize that partnership must be equitable; Equitable partnership can exist when all en22es involved treat each other as peers/equals. Our work is based on equal partnership -‐ among ourselves, with our partners in and outside of Alternate ROOTS, and with people and organiza2ons in communi2es. Dialogue is the centerpiece of our learning and teaching methodology. We base our work in exchanges in which experience, ques2ons, cri2cal discourse, and reflec2on. We teach by asking ques2ons.
Through our work we seek the outcomes of individual/personal transforma7on can lead to community transforma2on and social change. We believe that imagina2on is a means of libera2on, so we use art as an instrument of change. There is both magic and science in the way that art impacts personal and community transforma2on. We recognize the necessity to create spaces that encourage team-‐building, bonding, retreats, and healing prac2ces as a pathway to create systemic health and sustainability. We recognize and acknowledge that social jus2ce aesthe7cs values mul2ple perspec2ves. Our work is arts-‐based social change. We believe the arts can be a powerful way of crea2ng personal and community transforma2on. Through this plan we will support the development and availability of art with both, strong aesthe2c quality and context, grounded in jus2ce and equality and visible in the communi2es we live and work in.
Carlton Turner, Linda Parris-‐Bailey, and Kathie DeNobriga discussing ROOTS legacy at the ROOTS Weekend New Orleans.
Staff Structure Alternate ROOTS staff and internal capacity has grown remarkably over the past decade. In 2015, aWer undergoing an extensive process of evalua2on and visioning, Alternate ROOTS shiWed its staff structure to one that is more team oriented and coopera2ve. This structure created four core teams: Organiza7onal Strategy Team: This team is led by the Execu2ve Director and includes the Opera2ons Director and Programs Director. Its job is to manage the execu2ve level oversight and management of the organiza2on and to align the organiza2on’s work with the strategic plan. The primary responsibility of this team is to work with the Execu2ve CommiCee; Personnel CommiCee, and lead the strategic planning process. This team is the point of contact for the Intercultural Leadership Ins2tute, Cultural Policy & Advocacy, Southern Movement Assembly, and any special projects (temporary) that might arise throughout the year. Opera7ons Team: This team consists of the Opera2ons Director, Opera2ons Manager, Programs Director, and Communica2ons Manager. This team’s primary responsibility is to manage ROOTS finances and development, including fiscal sponsored projects, payroll, billing and interns; membership renewals and records; office management and logis2cs such as travel, contracts, catering, etc. This team is the first point of contact for the Collec2ve Accessibility, Gender/Sexuality, and Youth Ensembles. We were very inten2onal in posi2oning these par2cular ensembles in Opera2ons versus in Programs. The inten2on is that the learning and direc2on from these ensembles must first find its way into the founda2on of ROOTS opera2ons before developing programma2c ini2a2ves. Programs Team: This team is led by the Program Director and includes the Program Manager, Opera2ons Director, and the Communica2ons Manager and or Content Developer. This team is responsible for managing all of ROOTS programming done through Ar2s2c Assistance (AA) and Partners In Ac2on (PIA), and for events coordinated through ROOTS Week, ROOTS Weekends, Rhizomes, and Learning Exchanges. This team coordinates the Visual Arts and Program ensembles. Communica7ons Team: This is the newest addi2on to the ROOTS staff structure. This team consists of the Communica2ons Manager, Content Developer, Programs Director, and Opera2ons Manager. This team is primarily responsible for both programma2c and ins2tu2onal marke2ng; the management of the organiza2onal database; development of the archives; social media and web presence, and special projects that connect to these func2ons. To manage the coordina2on of these teams we have ins2tuted quarterly staff retreats to chart the course on a six to twelve-‐month trajectory and rota2ng weekly team mee2ngs. To encourage team work and dismantle any desire to create power vacuums or silos each team includes a minimum of one member of each of the other team’s core leadership.
This design is the result of a comprehensive organiza2onal assessment, evalua2ons of current staff, the refining and development of new and revised job descrip2ons, a 360˚ Execu2ve Director’s evalua2on, a compensa2on survey to determine market rates for similar organiza2ons of our size and scale, and full par2cipa2on by the personnel commiCee (led by the board president). As we move through the 2016-‐18 plan we will take every advantage to evaluate the changes made to the organiza2onal chart to con2nue to refine our prac2ce and adjust our personnel to match the needs of the day-‐to-‐day work and the work on the horizon. Addi2onally, as ROOTS’ staff has become more decentralized, with staff members in four states across the country, we want to be inten2onal in understanding the impact of this configura2on can support the development of a durable management and organizing methodology.
Organizational Strategy Team Executive Director Operations Director Programs Director
Operations Team
Programs Team Programs Director Programs Manager Operations Director Communications Manager Content Developer
Operations Director Operations Manager Operations Associate Programs Director Communications Manager
Communications Team Communications Manager Content Developer Programs Director Operations Manager
Provides instruc2on to Is in support of
Intention The Alternate ROOTS Strategic Plan 2016-‐18 is an organic and evolving document to help guide the work of the organiza2on over the next three years. It is not a comprehensive workplan for the organiza2on, but rather a defined set of strategies to strengthen our work and affect dynamic change consistent with the core trajectories through the implementa2on of those outlined strategies. This strategic plan is a living document that will inform the organiza2on’s workplan, development plan, and the decision-‐making processes on staff, execu2ve commiCee, and board level. We see this as a working document that has a healthy amount of flexibility to be able to respond to both new and unforeseen opportuni2es and challenges.
Trajectories The work of the Alternate ROOTS 2016-‐18 Strategic Plan is laid out under the guidance of five core trajectories. These trajectories are part of a long-‐term vision for Alternate ROOTS development, they don’t change wholesale from plan to plan, rather they are refined to more accurately reflect our growing understanding of how their inten2ons support the development of the organiza2on that we are evolving into. In many ways, Alternate ROOTS is less like a structure and more like an organism that is constantly adjus2ng to its environment and adap2ng its prac2ces to impact change. 1. Catalyze ROOTS’ network of community-‐engaged ar7sts/ac7vists towards crea7ng transforma7ve change throughout the South. 2. Engage and celebrate our intergenera7onal, diverse membership and explore new ways to break through systems of oppression and exis7ng barriers to access. 3. Broaden our communica7ons capaci7es and promote ROOTS historical legacy as a cornerstone of the field. 4. Build capacity for ROOTS and members to affect policy and advocate for change at community, state, regional and na7onal levels. 5. Strengthen and evolve our organiza7onal systems to foster health, sustainability and adaptability. Through the applica2on of the strategies associated with these trajectories, over 2me, Alternate ROOTS will significantly contribute to the interconnec2vity and sustainability of progressive southeastern communi2es and radiate that change out to impact other parts of the country and world.
Emergent/Organizing 2016 will mark the third year of a three-‐year thema2c journey for Alternate ROOTS. In 2014 ROOTS launched the A Call To Ac2on: Aesthe2cs at the 38th Annual Mee2ngs & Ar2sts’ Retreat. In 2015 it was A Call To Ac2on: Transforma2on and in 2016 it will be A Call To Ac2on: Emergent / Organizing. This year marks a cri2cal juncture in the development of a na2onal call to ac2on to hold the ins2tu2ons that govern our lives accountable. From local police departments and councilmen to our na2onal representa2ves and business leaders it is a turning point in the trajectory towards jus2ce. 2016 is an elec2on year, a process that will mark the direc2on in which the country will take. Alternate ROOTS, along with its partners and allies, is tuned into the growing movements around the Movement for Black Lives, climate jus2ce, women’s rights, income inequality, and immigra2on/ migra2on issues. Our work as a collec2ve is tapped into these through the work of the Southern Movement Assembly and our partners working through the Partners In Ac2on program. Our organizing strategy will u2lize ROOTS Weekends and a year of increased Rhizome ac2vity to engage in cri2cal discourse on these and other issues and be a conduit for the issues most important to our members to be connected to similar efforts across the region, na2on, and globe.
Strategic Planning Timeline •
Jan 2015 -‐ Current Plan Assessment
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March 2015 – Execu2ve CommiCee assessment and visioning
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April 2015 -‐ First Strategic Planning Team Call
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May 2015 -‐ Second Strategic Planning Team Call
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June 2015 -‐ Execu2ve CommiCee Review and Revise
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June 2015 -‐ Third Strategic Planning Team Call (Strategy Development)
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June -‐ July 2015 -‐ Development of DraW Plan
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ROOTS Week 2015 -‐ Presenta2on of DraW Plan to Membership
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September 2015 -‐ DraW further revised by Staff and Planning Team
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October 2015 -‐ Presenta2on of Final Plan to Execu2ve CommiCee for adop2on
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January 2016 -‐ Plan begins implementa2on
Strategic Plan Trajectory 1 1. Catalyze ROOTS’ network of community-engaged artists/activists towards creating transformative change throughout the South. Transformative change looks like Southern communities having access to creative solutions to their collective needs. Through the engagement of our extensive network we can create durable cross-sector partnerships to provide holistic support to Southern movement building.
Background The current Strategic Plan called for ROOTS to support more community-‐engaged arts projects. To this end we saw the evolu2on of Community Ar2st Partnership Program (CAPP) into the Partners in Ac2on (PIA) program. PIA provides an unprecedented level of support to ROOTS members and their community partners by leveraging ROOTS improved infrastructure and its expanded network of resources, including knowledge, experience, funding, and services. ROOTS is commiCed to fostering strategic partnerships with our members through Partners In Ac2on, Learning Exchanges (LEX), and Rhizomes and ins2tu2onal partnerships through our Policy and Advocacy Ensemble that lead to individual and collec2ve transforma2on. As an organiza2on, Alternate ROOTS does its most important work when we are physically together, whether that is sharing our work, learning together and from one another, building collec2ve analysis, and gemng to know each other. So as ROOTS enters into our 40th Anniversary year we do so with a renewed focus on convening. Our goals will be providing mul2ple and diverse opportuni2es for our members, cons2tuents, and community partners to gather for skills building, knowledge exchange, presenta2on of new and exis2ng work, the crea2on of new work, cri2cal analysis and dialogue, and the development of strategic ac2on. ROOTS is also focusing more organiza2onal energy on year-‐round programming. With a new office space and an expanded and strong na2onal presence, we think now is the 2me to reassess the importance of local programming to our organiza2onal mission and design.
Potential Outcomes
Through our Convening and Programma2c work over the next 3 years we will: • Host six (6) regional gatherings between 2015-‐2017 in the spirit of ROOTS Week that will strengthen our organiza2on’s regional posi2oning in new and exis2ng communi2es and 2ghten our network across the South. ‣ From Resilience to Resistance: New Orleans, LA (September 2015) ‣ Through the Eyes of Zora: Eatonville, FL (January 2016) ‣ Beginning the next 40: Highlander Research and Educa2on Center (June 2016) ‣ ROOTS Westward Expansion: Dallas, Texas (Fall 2016) ‣ Richmond, VA (Spring 2017) ‣ Atlanta, GA (Fall 2017) • Develop and implement rigorous and consistent documenta2on and evalua2on prac2ces that are shared throughout our network and generate content for communica2ons, development, field learning, and ins2tu2onal and programma2c marke2ng. Strategies • Offer mul2ple strategically-‐designed convening opportuni2es:
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‣ ROOTS Week focuses on organiza2on-‐wide rela2onship development, conduc2ng of essen2al business, and building collec2ve analysis. ‣ 6 regional gatherings, known as ROOTS Weekend, will create opportuni2es to expand ROOTS opportuni2es into our geographic region and build local member capacity through an enhanced network presence. ‣ 3 PIA Cohort convening to support collec2ve learning and the development of a strong feedback loop to evaluate and refine PIA program development ‣ Con2nue to strengthen the process of suppor2ng member-‐led Learning Exchanges (LEX) in addi2on to responding to larger needs across our membership with organiza2onal-‐led exchanges. Celebrate ROOTS 40th year by catalyzing 40 dynamic community-‐engaged Rhizome events across the country of varying shapes and sizes. (Yr 1) Evaluate the first 3 years of PIA and determine our praxis* (see glossary) moving forward. (Yr 2) Define ROOTS local development strategies through strengthening examining local partnerships, exploring poten2al new partners to inform the development of sustainable local programming. (Yr 1, Yr 2) ROOTS Book Project (Yr 1 – 3) ‣ ROOTS will organize research and wri2ng around the various ways that culture bearers and other ar2sts associated with ROOTS collaborate with "communi2es of place, tradi2on, affilia2on, and spirit.”
‣ Phase 1: Planning, January-‐August 2015 Communica2ng with Alternate ROOTS leadership, founders, ar2sts-‐scholars, as well as scholars. ‣ Phase 2: Research, August 2015-‐August 2016 Place-‐based researchers will focus on recipients of ROOTS’ 2015-‐16 Partners in Ac2on grantees who will be included in the book to trace clear lines from various roots of the organiza2on to their current prac2ces. ‣ Phase 3: Wri2ng, September 2016-‐September 2017 -‐ Complete wri2ng, con2nuing team check-‐ins. • ROOTS Documentary Project ‣ Develop treatment and development strategy for long form ROOTS documentary. (Yr 1) ‣ U2lize ROOTS Weekends as opportuni2es to document the local impact of our member’s work, visit ROOTS history, and visualize the strength of our network. (Yr 1, Yr 2) ‣ Develop 10 short films on 2013-‐15 PIA projects. (Yr 1 , Yr 2) ‣ Document conversa2ons and ROOTS history through ROOTS pioneers and current and future leaders. (Yr 1 , Yr 2)
This map represents the areas of the region that ROOTS is working. This includes public programming as well as activities with PIA partners. See Appendices for a detailed version.
Baltimore, MD
Richmond, VA Whitesburg, KY
Clear Creek, KY
Durham, NC
Knoxville, TN
Ard
en, NC
Memphis, TN
Wilmington, NC Atlanta, GA
Little Rock, AR
Charleston, SC
Jackson, MS
Dallas, TX
New Orleans, LA
Eatonville, FL
Trajectory 2 2. Engage and celebrate our intergenerational, diverse membership and explore new ways to break through systems of oppression and existing barriers to access. Background Our greatest strength as an organiza2on is our members. They run the spectrum in age, experience, ability, discipline, ethnicity, language, gender, and sexual orienta2on. Through this founda2onal lens we will look at ways of crea2ng support that are intergenera2onal and across mul2ple areas of diversity. Our intent is to develop models and best prac2ces that celebrate and encourage the development of the full person. We will focus on strengthening the offerings where ROOTS has unique assets to share and where we can build strategic alliances and partnerships with other field leaders and organiza2ons with similar interests to develop strong programs, projects, and ini2a2ves. Potential Outcomes • Support and enhance the ability of ROOTS members to sustain themselves and build leadership through providing strategic access to more resources, training and capital. • Weave Social Entrepreneurship strategies and best prac2ces into our member and cons2tuent network. •
Establish Youth Leadership curriculum and core programming to enhance Youth Engagement.
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ROOTS members par2cipate in socially-‐engaged arts and ac2vism networks across the South and beyond.
Strategies Over the next 3 years we will con2nue our ongoing partnerships with our members and cons2tuents through year-‐round programming and engaged support structures while we also look to open up more possibili2es surrounding suppor2ng member sustainability and entrepreneurship, youth development and honoring our elders. •
Launching the Intercultural Leadership Ins2tute (ILI) as a three-‐year ini2a2ve.(Yr 1 -‐3)
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Develop language accessibility for website, external documents, and core mee2ngs. (Yr 1 – 3)
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Provide support to increase par2cipa2on by Indigenous and Na2ve American, La2no, Asian Pacific Islander Communi2es in the South. (Yr 1 – 3)
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Conduct an accessibility audit of ROOTS Week and communica2ons infrastructure to support the development of an accessibility enhancement plan. (Yr 1)
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Gender and Sexuality professional development for Staff and Execu2ve CommiCee Leadership. (Yr 2)
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Providing more access to diverse training and learning opportuni2es for our members through increased Learning Exchange (LEX) support, both member-‐generated and organiza2onal led. (Yr 2 – 3) Building knowledge and support structures for social entrepreneurs. (Yr 2 – 3)
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Develop a cohort of youth centered programs to support internal defini2ons of ROOTS Youth Engagement, Empowerment, Programming, Recruitment, Leadership programs and policies. (Yr 1 – 3)
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Strengthen our ability to audit and share informa2on on our member’s skills, resources, projects, and needs through a beCer-‐realized contact management system. (Yr 1 – 2)
ArtSpot ProducEons and Mondo Bizarro present excerpts of the music from Cry You One during ROOTS Weekend New Orleans.
Trajectory 3 3. Broaden our communications capacities and promote ROOTS historical legacy as a cornerstone of the field of arts, culture, and social justice. Background As we approach our milestone 40th year we are more inten2onal about developing archiving, documenta2on, and evalua2on processes that are right-‐sized for the impact that our organiza2on has had and will have on the field. It is important that we be proac2ve in craWing the many narra2ves that make up the ROOTS his/her/story into formats that our members and the public can easily access. As we move into our next 40 years of work, we envision a future where our collec2ve assets are a field-‐wide resource in the reimagining of our future. Potential Outcomes Through our Communica2ons work over the next 3 years we envision: •
Establish the founda2on of a fully func2onal ROOTS archive structure that is accessible to members throughout the region and documents, both the legacies of ROOTS and ROOTers and provides a pathway for prac2cal and engaging documenta2on prac2ces going forward.
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ROOTS archives and communica2on strategies offers a research bridge between community-‐ engaged arts, social jus2ce movements, and academia. Clearly defined channels are in place to support the flow of informa2on from mul2ple sectors and vantage points to our members and their community partners.
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Strategies Over the next 3 years we will con2nue establishing our communica2ons team and transfer of archival material to our new office while develop the structures and staff to make this material accessible and func2onal. •
Categorize and order a physical ROOTS’ Archive of exis2ng documents, ar2facts, photos and video. (Yr 1 – 3)
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Categorize and order a ROOTS’ Digital Archive of scanned and electronic documents, electronic photos, video, online ar2cles, etc. (Yr 1 – 3)
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Develop a consistent and evolving evalua2on and documenta2on prac2ce for ROOTS programs, gatherings, convenings and events and strengthen our content development capacity for ROOTS and ROOTers through codified documenta2on and evalua2on strategies. (Yr 1 – 3) Con2nue to build and establish partners in the field and in academia to help strategize and guide how to best make our archive resources financially sustainable to our process. (Yr 1-‐ 3) Develop staff capacity for regular video content produc2on and genera2on. (Yr 2)
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Develop a ROOTS produced book that looks at both the history and future of our work as Southern ar2st/ac2vists. (Yr 1 – 3)
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Publish three-‐year organiza2onal report in 2016. (Yr 1)
2015 PIA Partners at the Cohort meeEng in Eatonville, FL. (January 2016)
Trajectory 4 4. Build capacity for ROOTS and members to affect policy and advocate for change at community, state, regional and national levels. Background Alternate ROOTS is in a posi2on to work with our regional and na2onal partners and coali2ons to cri2que, craW, and present policy across a spectrum of sectors from community development and crea2ve placekeeping* (see glossary), to media and public safety policy. We are uniquely posi2oned to influence a wide and diverse sphere of actors in the development of public policy. In this moment ROOTS must achieve clarity in its posi2ons as a coali2on and iden2fy the places where we can support and the places where we must lead. Potential Outcomes Through our Policy and Advocacy work over the next 3 years we envision: •
Produce posi2on papers, toolkits, and circulate ar2cles in a variety of mediums to influence policy at mul2ple levels.
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Engage members in iden2fying important issues and policy posi2ons at local, state, regional, and na2onal levels Engaged members leading and suppor2ng cultural advocacy ac2ons and networks at local, ParEcipants at the Intercultural Leadership InsEtute Pilot (San Antonio, TX) state, regional and na2onal levels ROOTS is a thought-‐leader on many current areas of policy and advocacy including: issues of ability, racial equity, civic engagement, partnership development, arts leadership, and media jus2ce.
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Strategies Over the next 3 years ROOTS will con2nue our commitment to striving to eliminate all forms of oppression while we build our analysis across our network and increase our capacity to systemically affect change.
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Enhancing frequency and access to opportuni2es of sharing the learning of ROOTS members, staff, and leadership with its members and the field. (Yr 1 – 3)
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Launching the Intercultural Leadership Ins2tute (ILI) to build leadership capacity and experience with other socially engaged networks na2onally. (Yr 1) Convene strategy sessions with exis2ng and poten2al partners across the region. (Yr 1 – 3)
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Develop a comprehensive Policy Brief for ROOTS members. (Yr 1)
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Iden2fy and develop partnerships with mul2ple non-‐arts partners that impact cultural and public policies that are important to our members. (Yr 1 – 3)
ParEcipants at the Intercultural Leadership InsEtute Pilot (San Antonio, TX)
Trajectory 5 5. Strengthen and evolve our organizational systems to foster health, sustainability and adaptability.
Background Alternate ROOTS has experienced unprecedented growth over the last 6 years. In the first half of 2015 the organiza2on received two mul2-‐year grants totaling almost $2 million, brought on two new full-‐2me staff members, and moved into a new 2800 W2 office in downtown Atlanta. The organiza2on also transi2oned into a new staff structure (See Appendix XX). The next three years will be cri2cal to sustaining ROOTS capacity. Potential Outcomes Through our Organiza2onal Development work over the next 3 years we envision: • Build a sustainable, 5-‐year Financial Planning Strategy. • Developed Transi2onal Leadership planning at both the Staff and Execu2ve CommiCee Levels. • Decide what the needs are for an Alternate ROOTS physical home. Strategies Over the next 3 years we will con2nue seCling into our new growth in mul2ple areas while we work to build sustainable long-‐term structures for our staff and organiza2on.
• Develop a short and long-‐term investment strategy and increase our opera2ng reserve to 9-‐12 months. (Yr 1) • Engage the membership in a par2cipatory budge2ng process for ROOTS and to build budge2ng skill and financial acumen. (Yr 2 – 3) • Develop an inten2onal Transi2on Plan for future leadership shiW as well as an emergency Leadership Con2ngency Plan. (Yr 1 – 2) • Develop an Intern / Fellowship program to grow future staff possibili2es and capabili2es. (Yr 2) • Make ROOTS office space available to ROOTS members more consistently. (Yr 1 -‐ 2)


Appendix
Intercultural Leadership Institute
ParEcipants in the ILI Curriculum Development Retreat (Santa Fe, NM)
The Intercultural Leadership Ins7tute (ILI) is a collabora2ve effort of Alternate ROOTS, First People’s Fund, the Na2onal Associa2on of La2no Arts & Culture (NALAC) and PA’I Founda2on and is being supported by addi2onal na2onal and regional arts organiza2ons. Our organiza2ons have partnered together to create the Intercultural Leadership Ins2tute with four long-‐term outcomes in mind: 1. Build stronger strategic intercultural collabora2ons and solidarity in the field of arts, culture and social jus2ce. 2. Promote the tradi2onal and contemporary prac2ces of ar2sts and culture bearers, establish an alterna2ve pathway for them to work within exis2ng structures and provide opportunity for them to create and normalize new structures 3. Advance and enhance the capacity of ar2sts, culture bearers and arts organiza2ons to pursue cultural equity and sustain their work in a changing environment. 4. Impact the language, shiW the aCen2on and endow greater resources in mul2ple sectors to support transforma2ve prac2ces of ar2sts and culture bearers.
ILI Core Partners First People’s Fund Founded in 1995, First Peoples Fund's mission is to honor and support the Collec2ve Spirit® of First Peoples ar2sts and culture bearers. We accomplish this by providing tools, resources and a voice to Indigenous ar2sts who share their inspira2on, wisdom, knowledge and giWs with their communi2es. National Association of Latino Arts and Culture (NALAC) is the na2on's leading nonprofit organiza2on exclusively dedicated to the promo2on, advancement, development, and cul2va2on of the La2no arts field. In this capacity, NALAC s2mulates and facilitates intergenera2onal dialogues among disciplines, languages, and tradi2onal and contemporary expressions. Pa’I Foundation The mission of the Pa’I Founda2on is to empower the Na2ve Hawaiian community through the preserva2on and perpetua2on of Hawaiian art and culture. PAʻI is the nonprofit arm of Pua Aliʻi ʻIlima, a hālau hula founded in 1977 by kumu hula, Victoria Holt Takamine.
Cultural Policy and Advocacy Partners Project South Project South is a Southern-‐based leadership development organiza2on that creates spaces for movement building. We work with communi2es pushed forward by the struggle– to strengthen leadership and to provide popular poli2cal and economic educa2on for personal and social transforma2on. We build rela2onships with organiza2ons and networks across the US and global South to inform our local work and to engage in boCom-‐up movement building for social and economic jus2ce. Southern Movement Assembly The Southern Movement Assembly is an organizing process and a convergence space that centers the voices and experiences of grassroots leadership on mul2ple frontlines. Organiza2ons take ac2ons locally and regionally to confront poverty, racism, and violence and to build poli2cal power in our communi2es. The Assembly is a movement governance process that is a combina2on of poli2cal educa2on, discussion, planning, ac2on, and synthesis. Performing Arts Alliance Founded in 1977, the Performing Arts Alliance (PAA) has been the premiere advocate for America’s professional nonprofit arts organiza2ons, ar2sts, and their publics before the US Congress and key policy makers. Through legisla2ve and grassroots ac2on, PAA advocates for na2onal policies that recognize, enhance, and foster the contribu2ons the performing arts make to America. Alternate ROOTS is a member of the Alliance and holds a seat on the board. MAG-Net The Media Ac2on Grassroots Network (MAG-‐Net) is a na2onal cons2tuency-‐based ac2on network organizing to improve media condi2ons where we live, work, and play. Coordinated by the Center for Media Jus2ce, MAG-‐Net features a na2onal media jus2ce organizing table of leaders that anchor the network. Alternate ROOTS is an anchor member of MAG-‐Net. Arts Culture and Social Justice Network This network is based on the power of art and culture to advance social jus2ce by inspiring collec2ve ac2on across iden22es, issues, sectors, geographies, and power imbalances. The network is unique in bringing together ar2sts, ac2vists, cultural bearers, and philanthropists. Alternate ROOTS is the fiscal sponsor of the network. Arts in a Changing America (ArtChangeUS) ArtChangeUS: Arts in a Changing America is a new, five-‐year ini2a2ve that seeks to explore and understand the drama2c demographic transforma2on of the United States and its profound impact on arts and culture. This effort, led by Roberta Uno and based out of the California Ins2tute of the Arts, is crea2ng a vast network of relevant organiza2ons, ar2sts, scholars, idea producers, and
resource people across sectors to reframe the na2onal arts conversa2on at the intersec2on of arts and social jus2ce. United States Department of Arts and Culture The U.S. Department of Arts and Culture is an ac2on network of ar2sts and cultural workers mobilizing crea2vity in the service of social jus2ce. Locally, we support crea2ve individuals in leading arts-‐infused civic dialogues and changemaking ini2a2ves by connec2ng them to a broader network of people, training, and resources. Na2onally, we amplify impact through large-‐scale ac2ons and calls for crea2ve response, building momentum for posi2ve social change and democra2c cultural policy. Alternate ROOTS has members on the cabinet and as cultural agents. Imagining America Imagining America creates democra2c spaces to foster and advance publicly engaged scholarship that draws on arts, humani2es, and design. We catalyze change in campus prac2ces, structures, and policies that enables ar2sts and scholars to thrive and contribute to community ac2on and revitaliza2on.
Partners In Action Project Partners Ariston Jacks, Baltimore, MD Ar2st Ariston Jacks and community arts program Jubilee Arts, will host the Pennsylvania Avenue Film Series. The series will feature both local film and visual ar2sts with the goal of engaging community residents in the Sandtown Winchester, Upton and surrounding neighborhoods in dialogue through the arts about social change and Bal2more’s culture. Located on the historic Pennsylvania Avenue, the series will create a unique opportunity for residents and local ar2sts to engage and transform the area into a space of rich cultural dialogue and community building. Chris James, Little Rock, AR The Roots Art Connec2on’s mission is to advocate the integra2on of arts in educa2on and community to support the transforma2on and development of under-‐served communi2es. Our programs and projects are designed to support social jus2ce, alleviate poverty and hunger, uproot oppression and engage youth in crea2ve arts while simultaneously increasing academic success. Community LIFT, Memphis, TN Community LIFT is working with the Soulsville Neighborhood Associa2on to improve access to food venues, recrea2onal space and performance space. SNA members will repurpose an abandoned property adjacent to Slim House into an outdoor lounge, complete with sea2ng, a mobile stage and food trucks. Community LIFT will reimagine the space with SNA members, and will construct the space with MemFix, a “tac2cal urbanism” program. Stax Academy for youth and Slim House musicians will produce community storytelling performances with citywide ins2tu2ons like Opera Memphis. Community LIFT was created to reverse the city’s inequitable course of economic development. We serve as a funder, connector and capacity builder of redevelopment in three disenfranchised neighborhoods.
Girls Rock Charleston, Charleston, SC Girls Rock Charleston, an arts-‐based social jus2ce organiza2on in Charleston, SC, is planning a year-‐long aWer school program for at-‐risk girls and transgender youth ages 12-‐17. GRC will work in partnership with organiza2ons and local leaders to engage youth with a dynamic combina2on of music educa2on, DIY media making, popular and poli2cal educa2on sessions, as well as academic and life skills support. Local ar2sts, ac2vists, musicians and youth organizers will serve as mentors, band coaches, and workshop leaders throughout the program to support the Rockers in using audio and visual ar2s2c craW to explore their burgeoning iden22es as girls, women, and/or queer youth, and to address the impact of police violence and the prison system in their communi2es. They will work together to explore issues of sexism, racism, poverty, gentrifica2on, segrega2on, and state violence through wri2ng original music and crea2ng visual art, while engaging in workshops emphasizing the resilience, resistance stories, and cultural tradi2ons (such as storytelling and community organizing) of their own communi2es. Together, the Rockers will produce a mul2media body of work that will both document and impact the social issues they address. The program will not only support the Rockers in improving their grades and staying out of the juvenile jus2ce system, but will provide space for them to build trust with each other and define their own visions for libera2on in their communi2es. It will priori2ze developing youth as whole people. Highlander Research and Education Center, New Market, TN Highlander Research and Educa2on Center’s Seeds of Fire (SOF) program brings together and supports emerging and experienced grassroots organizers and community leaders to build collec2ve power and influence cri2cal policy decisions and prac2ce shiWs. The Seeds of Fire Living Legacy Tour brings together youth and young adult organizers and allies from communi2es of color and low-‐ income communi2es to travel through the south in key iden2fied movement places to learn from local organizers and ar2sts as well as share skills with the local community and partners that would be useful in cultural organizing and movement shiWing.
JEMAGWGA (Gwylene Gallimard and Jean Marie Mauclet), Charleston, SC "conNECKted" is an art-‐in-‐community project centered on the human consequences of gentrifica2on, indiscriminate growth of neighborhoods and New Urbanism. The goal is to challenge Charleston poli2cal ins2tu2ons and developers by amplifying the voices of the people subject to Displacement, through various mediums u2lizing crea2ve community-‐engaged arts. Trey Hartt, Richmond, VA Performing Sta2s2cs is a cultural organizing project that brings incarcerated youth and community experts together to collabora2vely produce media campaigns, public installa2ons, and performances suppor2ng juvenile jus2ce reform. Specifically, the project supports Legal Aid Jus2ce Center’s (LAJC) advocacy with, and on behalf of juvenile jus2ce system-‐involved youth and their families. The project u2lizes collabora2ve and public art to connect diversity community experts, including currently incarcerated adults and youth, around community-‐based alterna2ves to incarcera2on. We believe that the youth and adults most affected by the system need to be a major part of any policy conversa2on. Working Films, Wilmington, NC Water Warriors is a photo-‐based, mul2media exhibit and short documentary film (in progress). It honors one na2ve community’s struggle, against seemingly insurmountable odds, to protect their way of life. When an energy company began searching for natural gas last year, these unlikely warriors united to drive out the company in an ongoing campaign to protect their land and water. Their efforts have led to the elec2on of a new government and a condi2onal moratorium on fracking. Their story offers a model for organizing and resistance. The goals are to support the growing movement for the transi2on to an equitable, low-‐carbon economy and to cul2vate crea2ve strategies for locally appropriate models of resistance.
Regional Engagement Map 
Staff Structure
Organizational Strategy Team Executive Director Carlton Turner Operations Director Keryl McCord Programs Director Ashley Davis
Operations Team
Programs Team Programs Director Ashley Davis Programs Manager Wendy Shenefelt Operations Director Keryl McCord Communications Manager Mayaba Liebenthal Content Developer Nicole Gurgel
Operations Director Keryl McCord Operations Manager Paige Heurtin Operations Associate Kerry Lee Programs Director Ashley Davis Communications Manager Mayaba Liebenthal
Communications Team Communications Manager Mayaba Liebenthal Content Developer Nicole Gurgel Programs Director Ashley Davis Operations Manager Paige Heurtin Provides instruc2on to Is in support of
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%Catalyze%ROOTS'%network%of%community= engaged%artists/activists%towards%creating% transformative%change%through%the%South. Offer,multiple,strategically8designed,convening, opportunities., Support,40,community8engaged,Rhizome,events., Evaluate,first,three,years,of,Partners,In,Action., Define,ROOTS,local,engagement,goals., Publish,a,ROOTS,book.,(3) Develop,ROOTS,documentary,project.,(3) Engage%and%celebrate%our%intergenerational,% diverse%membership%and%explore%new%ways%to% break%through%systems%of%oppression%and% existing%barriers%to%access. Launch,the,Intercultural,Leadership,Institute.,(4) Develop,language,accessibility,protocols,for, communications,plan. Provide,increased,support,for,participation,in, ROOTS,programs,and,events,by,Indigenous,and, Native,American,,Latino,,Asian,Pacific,Islander, communities,in,the,South. Conduct,accessibility,audit,of,ROOTS,Week,and, communications,infrastructure,to,support,the, development,of,an,accessibility,enhancement, plan. Gender,and,Sexuality,professional,development, for,Staff,and,Executive,Committee,leadership. Provide,more,access,to,diverse,training,and, learning,opportunities,for,our,members,through, LEX,support,,both,member,generated,and, organizational,led., Build,knowledge,and,support,structures,for,social, entremprenuers., Develop,a,cohort,of,youth,centered,programs,to, support,internal,definintions,of,youth, empowerment,,engagement,,programming,, recruitment,,and,leadership,programs,and, policies., Strengthen,our,ability,to,audit,and,share, information,on,our,members,skills,,resources,, projects,,and,needs,through,a,better8realized, contact,management,system., Broaden%our%communications%capacities%and% promote%ROOTS%legacy%as%a%cornerstone%of%the% field%of%arts,%culture,%and%social%justice. Classify,and,order,a,physical,ROOTS,archive,of, existing,documents,,artifacts,,photos,,and,video., Classify,and,order,a,ROOTS',digital,archive,of, scanned,and,electronic,documents,,photos,, video,,online,articles,,etc. Develop,evaluation,and,documnetation,practice, for,ROOTS,programs,,convenings,,events,,etc. Explore,possible,institutional,partner,to,house, the,ROOTS,physical,archive., Develop,capacity,for,regular,video,content, production,and,generation. Publish,three8year,organizational,report., Build%capacity%for%ROOTS%and%members%to%affect% policy%an%advocate%for%change%at%community,% state,%regional%and%national%levels. Enhance,frequency,and,access,to,opportunities, for,sharing,the,learning,of,staff,,members,,and, leadership,across,the,organization,and,into,the, field. Convene,strategy,sessions,with,existing,and, potential,partners,across,our,region., Develop,a,comprehensive,Policy,Brief,for,ROOTS, Members., Strengthen,existing,partnerships,with,arts,and, non8arts,entities,that,impact,public,policies,that, affect,our,members,and,their,communities., Strengthen%and%evolve%our%organizational% systems%to%foster%health,%sustainability%and% adaptability. Develop,short,and,long,term,investment, strategy. Increase,operating,reserve,to,9812,months., Engage,membership,in,participatory,budgeting, process., Support,member's,financial,acumen. Develop,leadership,transition,plan. Develop,leadership,emergency,contigency,plan. Develop,intern/fellowship,program,to,grow, future,staff,capacity., Make,ROOTS,office,space,available,to,members, more,consistently.,
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Glossary Crea7ve Placekeeping -‐ those cultural ac2vi2es that shape the physical and social characteris2cs of a place. [Borrowed from Roberto Bedoya] Alternate ROOTS prefers to refer to this work as peacekeeping rather than placemaking. Cultural Equity -‐ is based not the premise that all people everywhere have the right to inherit and develop their intellectual, emo2onal, material, and spiritual tradi2ons. [Borrowed from Roadside Theater] Cultural Organizing -‐ Cultural organizing exists at the intersec2on of arts, culture and ac2vism. It is a fluid and dynamic prac2ce that is understood and expressed in a variety of ways, reflec2ng the unique cultural, ar2s2c, organiza2onal and community context of its prac22oners. Cultural organizing is about integra2ng arts and culture into organizing strategies. It is also about organizing from a par2cular tradi2on, cultural iden2ty, and community of place or worldview to advance social and economic jus2ce. [Borrowed from Arts & Democracy] Par7cipatory Budge7ng -‐ is a process of democra2c delibera2on and decision-‐making, and a type of par2cipatory democracy, in which ordinary people decide how to allocate part of a municipal or public budget. Praxis -‐ the process by which a theory, lesson, or skill is enacted, prac2ced, embodied, or realized. Rhizome -‐ A rhizome is a con2nuously growing horizontal underground stem that puts out lateral shoots and adven22ous roots at intervals. In the case of ROOTS our rhizomes shoot up throughout our region in the form or our members. Rhizome gatherings are the places where groups of ROOTS’ members come together to share their art and work, learn about others work, and build a stronger coali2on of ar2sts and cultural workers around the region. Social Entrepreneurship -‐ is the aCempt to draw upon business techniques to find solu2ons to social problems. This concept may be applied to a variety of organiza2ons with different sizes, aims, and beliefs.
ROOTS Staff and ExComm
ROOTS Staff Carlton Turner Executive Director Keryl McCord Operations Director Ashley Davis Programs Director Paige Heurtin Operations Manager Wendy Shenefelt Programs Manager Mayaba Liebenthal Communications Manager Nicole Gurgel Content Developer Kerry Lee Operations Associate
Executive Committee OďŹƒcers Robert Martin Board Chair Jess Solomon Board President Tamiko Ambrose Secretary Trey Hartt Treasurer At Large Ashley Minner Don Harrell Nicole Garneau Nikki Brown