Innerbeat - Business Plan

InnerBEAT art

behind

bars

BUSINESS PLAN

Ana Cuadra Marketing & Management The Art Institute of California - San Francisco Summer 2011

table of contents 1 ∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙

Business Model Canvas

2 ∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙ Market Issues 3 ∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙ General Company Description 4 ∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙ Constituents Segmentation and Empathy Maps 5 ∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙ Market Research 6 ∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙ Competitor Research 7 ∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙ Value Proposition 8 ∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙ Revenue Streams 9 ∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙ Service 10 ∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙ Invoice Template 11 ∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙ Constituents Relationships and Channels 12 ∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙ Key Partners 13 ∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙ Key Activities 14 ∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙ Key Resources 15 ∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙ Cost Structure 16 ∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙ Organizational Chart 17 ∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙ Pricing Matrix 18 ∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙ Sales by Classification 19 ∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙ Employee and Programming Schedule 20 ∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙ Location 21 ∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙ 1st year Operating Budget 22 ∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙ SWOT 23 ∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙ OST 24 ∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙ Conclusion

Single Transactions • Innerbeat merchandise (t-shirts, aprons, tote bags, aprons) • Art Work • Personal donations • Generate revenue through advertising in biannual Innerbeat publication • Gala ticket sales

To the outside public/ indirect customer: An improvement in the penitentiary system starting with lower recidivism rates, lower crime and violence activity inside prisons and improved social behavior once reentering society.

1. Gala Expenses 2. Art Supplies 3. Website 4. Payroll

Art Supplies Trained Professionals Relationships with DJJ Art World Network

•

REVENUE STREAMS

• • • •

key resources

Art Programming OUTSIDE: • Annual Fundraising Gala • Fundraisers + Events • Selling of merchandise online and through 3rd party vendors

To incarcerated youth: A chance to find self-worth and value and seek out goals and ambitions that they might have never realized before.

cost structure

•

• Art Programming INSIDE: • Music, Creative Writing, Theatre, Visual Arts,Yoga and Gardening

Juvenile Correctional Facilities Local Art Galleries Local Artists Café/Restaurants that display Art Art Supply/Wholesaler Vendors

• • • •

value proposition

key activities

key partners 1. Directors of Juvenile Justice 2. Incarcerated Youth 3. Art Patrons and Donors

constituents segments

1. Directors of DJJ: • Informational brochures and analysis reports.

2. Incarcerated Youth: • Direct communication.

3. Patrons/Donors: • Newsletters, Art Gallery Publications, Websites, Social Media.

Channels

1. Directors of DJJ: • Working relationship; we are partners in the effort to bring arts into prisons.

2. Incarcerated Youth: • They are the direct target of our program. They participate in the programs and produce the art that drives in revenue.

3. Patrons/Donors: • They support the program by their financial and emotional support through attending events and private donations.

constituents relationship

Business model canvas

market issues All Information taken from The PEW Center on the States - Public Safety Performance Project, 2008

The United States is the worlds largest warden with over 2 million of its citizens incarcerated,and at this rate,the civilization of incarcerating Americans does not favor our success.

The United States incarcerates more people then any other country in the world. At the start of the new year, the American penal system held more than 2.3 million adults. China was second, with 1.5 million people behind bars, and Russia was a distant third with 890,000 inmates, according to the latest available figures. Three decades of growth in America’s prison population has quietly nudged the nation across a sobering threshold: for the first time, more than one in every 100 adults is now confined in an American jail or prison. According to figures gathered and analyzed by the Pew Public Safety Performance Project, the number of people behind bars in the United States continued to climb in 2007, saddling cash-strapped states with soaring costs they can ill afford and failing to have a clear impact either on recidivism or overall crime.

For some groups, the incarceration numbers are especially startling. While one in 30 men between the ages of 20 and 34 is behind bars, for black males in that age group the figure is one in nine. Gender adds another dimension to the picture. Men still are roughly 10 times more likely to be in jail or prison, but the female population is burgeoning at a far brisker pace. For black women in their mid- to late-30s, the incarceration rate also has hit the 1-in- 100 mark. Growing older, meanwhile, continues to have a dramatic chilling effect on criminal behavior. While one in every 53 people in their 20s is behind bars, the rate for those over 55 falls to one in 837.

While the national incarceration trend remains on the rise, some states report a flattening of growth, or even a decline, figures from January 1, 2008 show Texas’ count dropped slightly over the previous year, but with California’s massive system dipping by 4,068 inmates, Texas has become the nation’s imprisonment leader. New York and Michigan, also among the country’s biggest systems, reported declines as well.

“There isn’t a person in public office that’s not sensitive to the accusation of being soft on crime. But you don’t have to be soft on crime to be smart in dealing with criminals.”

OH. Gov Ted Strickland (D) The Columbus Dispatch January 26, 2008

This growing incarceration population lives a life grounded in a dystopic narrative of oppression, punishment, and deprivation. For most, prison means living many hours each day in a small space the size of a modest household bathroom, enduring exile from family and friends, possessing a meager collection of necessary objects, and being treated almost like a child. Within this culture of control there are few outlets for expression, stress, memory, and creativity, and little relief from boredom. There are also limited options for making contact with the outside culture or for exploring selfworth and identity.

market issues snapshot All Information and charts taken from The PEW Center on the States - Public Safety Performance Project, 2008

general company description

InnerBEAT Innerbeat is a 501(c)(3) public, non-profit organization that strives to provide a productive, creative environment in juvenile correctional facilities.

Through participation in the arts we build on self-esteem, deal with emotions of abuse and addiction, and approach the future with a productive plan.

Our Mission is to help institutionalized youth reenter society in better emotional and mental shape than when they were first imprisoned. Our Goal is to support the difficult transition back into society and promote healthy alternatives to incarcerations. We do this by believing in the power of individuals to change, and by changing hearts, minds and habits through education and creativity. Innerbeat advocates for the creation of a fair, humane and truly rehabilitative correctional system.

constituents segmentation empathy map Director of Juvenile correctional facilities

thinking and feeling He hopes that one day the public will see the value of art programs in correctional facilities and advocate for support from the federal government. He dreams of a correctional system that deals with both the punishment and rehabilitation of a derailed life, and seeks to better the lives of everyone who is institutionalized. He fears that if we continue to head in this direction, prisons will just become a feeding ground for more crime, violence and gang behavior consequently losing its purpose, and causing more harm than good.

hearing

seeing

Other activist and advocacy groups that care for the wellbeing of the incarcerated population, minority groups and other advocacy groups that use art as a form of rehabilitation. Progressive people who work hard to improve the lives of people with hardships.

The environment where he works is dark, austere and serious.

There is a lot of security and the environment is stripped down to just the bare essentials. The walls are bare and cold as are most of the attitudes found inside a prison.

gains

pains

He hopes that the incarcerated troubled youth will find self-worth and value, so that by the time they leave prison they will have goals they want to achieve with their lives, consequently leaving behind violent, ganglike behavior, that will most likely cause them to find themselves behind prisons walls once again.

Funding problems. In terms of its non-profit nature and its highly stigmatized prison culture agenda, he worries about not receiving the adequate support from the public, from both a financial and emotional standpoint.

This can be measured by the number of prisoners participating in the art program vs. the ones not, and the rates of recidivism between these two groups.

constituents segmentation empathy map incarcerated youth thinking and feeling Getting through on a day-to-day basis. He worries about finding trouble with the wrong crowd when walking through the halls of the prison. He worries about minding his own business and keeping out of unnecessary trouble and violence. He hopes to one-day leave this place and find someone who will believe in him and bless him with a job so he can begin to take care of his family. But he fears that his relationships with gangs fostered inside the prison will only bring him down that same dark path again and he will most likely find himself locked up behind the same walls.

hearing

seeing

Leaders of the gang and other gang members. There are very few ‘friends’ in prisons. The friends he finds himself around are situational and more of a survival tactic then a social need. He made friends with the people he knew would be able to protect him. Keep your friends close, and your enemies closer.

Austere and stark. He is confined to his prison cell for most of the day, where he reads, prays and works out. When allowed outside with fellow inmates where the environment is controlled and sensitive; any bad move or look could lead to problems with gangs inside the prison.

gains

pains

The biggest challenge he faces is leaving the gang culture without losing his life or that of his family’s.

He faces the challenge of being discriminated against for having spent time in jail.

Employers might not believe in him and might not be willing to give him a chance.

He will face difficulty when reentering society and trying to find his place.

He hopes to finish his sentence and go back to his family where he can be the man he is supposed to be. He hopes to find a respectable job where he is depended on and useful. He hopes to get out of the lifestyle that put him in jail in the first place and turn his life around.

This can be measured by his success rate after he leaves prison – did he find a job? Is he putting food on the table? Is his family safe and happy to have him home?

constituents segmentation empathy map patrons/donors thinking and feeling They are concerned with the progress of our society. They worry about the loss of education and the lack of nurturing our children are receiving due to a gap between the rich and the poor. They hope that with their success they can help less fortunate families and individuals learn the right tools and get on the right foot to succeed in life and give them a chance for better opportunities. This group of people understand that they where born lucky, into families that could afford to give them a high quality education that would later open the right doors‌they can only dream of a time where the playing ground is leveled and success is not based on your race and background.

hearing

seeing

Their close group of friends who are also involved in groups and advocacy initiatives that shed light on issues they deem important. Groups such as churches also influence the thoughts and actions of these patrons. Communication channels like mainstream media will also take a toll on the thoughts of these people, whether accurate or not, it represents the most newsworthy issues which usually tend to be dark, violent and somber.

Affluent and contented.

They live comfortably in houses in upper class areas and are not concern about the amount of money they make and/or spend.

They are not extravagant spenders, for they choose where to spend their dollars wisely. They surround themselves with friends and intellectuals that share their same beliefs and concerns about today’s world.

gains

pains

He hopes to see his time and effort he invests in these organizations get put to good use and hopes to see the change he prays for. He understands that this kind of change and success does not happen over night, but if done correctly he believes that he can see the benefits of his and other patron’s support, in his lifetime.

He can measure this success by statistics and facts of the success of the program. He can also measure the success by the popularity the organization has between other patrons in his close social circle who also chose to support the same cause.

The obstacles he might face are not finding other patrons that share his same concern with this issue. The highly stigmatized prison culture could turn away a lot of people, making it difficult to find supporters.

His challenge is to convince his close social circle the benefits of the program and why arts are essential to have inside correctional institutions.

market research Information taken from the California Department of Corrections and Rehabilitation, Division of Juvenile Justice - Safety andWelfare Plan, 2006

California is failing its children.Youth arrive

at institutions with serious pre-existing conditions.

Many have been abused and neglected, some are mentally ill. All have been failures – most in multiple domains. Not many youth have the chance of leaving California’s juvenile correctional facilities with their lives turned around. Given what we have seen, no doubt some leave worse off than when they arrived.

California is failing its taxpayers. This is a

very expensive system with little to show for it. We have heard recidivism rates for parolees as high as 91 percent.

Every time a youth goes to a DJJ (Department of Juvenile Justice) facility and doesn’t come out better is an opportunity lost. Proven programs exist that can help troubled youth stay out of trouble in the future – other states and local jurisdictions are using them every day.

Good research has identified programs that are effective at reducing future criminal behavior. An impressive and growing body of work shows that we are learning more and more about how to make real changes in young people’s lives. Sophisticated cost benefit analysis has been run on scores of programs and a number have been found to cost far less than they are meant to save.

California should reform its juvenile justice system, first because it’s the right thing to do for California’s children, and second because it’s the right thing to do for everyone.

Successful reform will make safer communities, stronger families, and less crowded prisons.

“We are jammed up with this situation right now because we have fallen in love with one of the most undocumented beliefs: That somehow you get safer if you put more people in jail.”

CA Senate President Pro Tem Don Perata (D-East Bay) Associated Press December 8, 2007

According to Lawrence Brewster, a researcher from California, art making within prison offers one way of reducing violent incidents and stress. Inmates who participated in the Arts-in-Corrections program in California, one of the largest and most successful programs in the country, had a much higher percentage of favorable outcomes (88%) six months after their release compared to inmates who did not participate in the program (72.25%) “The arts are an intrinsic part of culture. They are woven into the fabric of our everyday lives from the billboards we see on the side of the road, to our tennis shoes, to the music we hear on the radio. The arts influences everything around us. In prison, the arts have many obvious functions such as decoration, communication, status, therapy, recreation, and expression. But they also act as an invisible glue that cements people together through production and sharing. In order to provide a more productive environment where self-esteem is built, emotions are dealt with, past histories of abuse and addiction are overcome, and the future is approached with a productive plan based on positive actions and attitudes, the culture itself must change to include greater outlets for positive individual emotional expression, interaction, and recognition.”

Rachel Marie-Crane Williams - Teaching the Arts behind Bars, 2003

competitor research

California Department of Corrections and Rehabilitation - Division of Juvenile Justice The mission of the Division of Juvenile Justice (DJJ) is to protect the public from criminal activity by providing education, training, and treatment services for youthful offenders committed by the courts; assisting local justice agencies with their efforts to control crime and delinquency; and encouraging the development of state and local programs to prevent crime and delinquency.

In addition to providing education, training, and treatment services for youthful offenders, the DJJ is broadening its focus to include the needs of victims and communities. It is the DJJ’s intention to address the needs of victims and communities through the provision of direct services as well as programs targeting youthful offenders.

William James Association The William James Association promotes work service in the arts, environment, education, and community development.

Through the vision and efforts of Eloise Smith, the William James Association began the Prison Arts Project in 1977 as a pilot program at the California Medical Facility, a prison in Vacaville, CA. Since that time, WJA has dedicated itself to providing arts experiences to incarcerated individuals in the belief that participation in the artistic process significantly and positively affects one’s view of oneself and the world. WJA’s award-winning Community Youth Arts Project grew out of the Prison Arts Program’s success and the desire to intervene with youths at risk of incarceration or other marginalization.

value proposition Internal Constituents The Incarcerated Youth

internal Constituents: directors of jCF

Innerbeat offers a chance to find self-worth and value and seek out goals and ambitions that the incarcerated youth might have never before realized. The program is meant to produce work and attitudes that destigmatize prison culture, and eliminate the idea of incarceration as the solution to all crime and punishment. Innerbeat addresses this problem by promoting positive youth development through a model that addresses social skills, interpersonal communication and problem solving, creative and critical thinking, values enhancement, and emotional management. The creative arts teach valuable skills such as logic, organizational teamwork, and patience, and they incorporate the knowledge that ‘failure’ is a critical element of discovery and learning.

Studies by the National Arts Education Research Center show that integrating the creative arts into all learning experiences enhances academic, social, and personal developmental outcomes.

A therapeutic and rehabilitative program that intends to reap positive benefits from participation in arts programming. It has been documented that one significant value of arts program in prisons is their capacity to reduce inmate violence, improve security, and lower recidivism.

Research has linked overcrowding to higher rates of stress-induced mental disorders, higher rates of aggression, and higher rates of violence. In prison, art functions as recreation and stress relief, and it is a way for inmates to transform and move beyond their current reality.

external Constituents: art patrons and donors An improvement in the penitentiary system starting with lower recidivism rates, lower crime and violence activity inside prisons consequently leading to improved social behavior once reentering society.

Art-based programs for juvenile offenders are highly empowering and transforming for the participants. These programs support the premise that participation in the arts programming reduces risk factors that cause youth to be more susceptible to problem behaviors and crime. It enhances protective factors that enable youth to lead more productive lives (e.g., by increasing communication skills, conflict management techniques, and positive peer associations).

revenue streams Revenue streams are created in the form of single transactions made by the purchase of Innerbeat merchandise - t-shirts, art books, aprons, screen printed tote bags - the selling of collectable and non-collectable art works, personal donations from our patrons and individual one-time donors, and Grant Funding.

Revenue will be generated by ad space in the Innerbeat biannual magazine publication, tickets sales for the annual fundraising Gala Event, and the selling of Innerbeat Merchandise and Artwork.

our service Our service is to the incarcerated youth of juvenile correctional facilities, offering them art as a therapeutic method of rehabilitation, with the intention of teaching them self-worth and selfesteem so that they reenter society in better emotional shape then when they first came in.

“The degree of civilization in a society can be judged by entering its prisons.�

Fyodor Dostoevsky Russian Writer

invoice template

InnerBEAT

316 castro st. san francisco, ca 94114 t.

415.256.3651 f.

415.215.2569 w w w . i n n e r b e a t . o r g

INVOICE INVOICE #: DATE: billing information:

art work id

notes

shipping information:

art work description

quantity

PRICE

SUBTOTAL TAX SHIPPING TOTAL

Innerbeat is a 501(c)(3), public, non-profit organization that strives to help inarcerated youth reenter society in better emotional shape then when they began their sentence, by believing in the power of individual change and changing hearts, mind and habits through education and advocacy to promote the creation of a fair, humane and truly rehabilitative correctional system.

constituents relationships & channels Director of Juvenile Correctional Facility The relationship consists of a partnership between Innerbeat and the Department of Juvenile Justice Directors, where by working together we bring an engaging and therapeutic program to young offenders. Together, we work to provide a productive environment and enable empowerment and transformation for the participants. By acting as partners, such programs have shown their capacity to reduce inmate violence, improve security, and lower recidivism.

Channels of communication include forms of continuous analysis on the program’s progress, personal meetings , and informational reports.

Incarcerated Youth They are the direct targets of Innerbeat’s programming. They are the participants that will create the work that is sold as part of Innerbeat’s revenue stream. They are the face of the organization, and the direct ‘consumers’ of our service.

Channels of communication include an open, direct dialogue with them at the prison they are housed in.

Patrons/Donors They are the Constituents that make Innerbeat successful from a business perspective. They have an emotional relationship with the work Innerbeat does, and show their support through financial and emotional participation.

Channels of communication include bi-annual Innerbeat publications, newsletters, social media, website, and local Art Gallery publications that exhibit Innerbeat artwork.

KEY PARTNERS Partners are key in doing business. Innerbeat needs support from the community in order to achieve its goal of helping the lives of youth offenders while behind bars, and ensure they have the chance to grow beyond their worst moment.

Key Partners include: · California Juvenile Correctional Facilities · California Dpt of Corrections & Rehabilitation · Art Galleries · Artists/Teachers · Restaurants/Cafe’s that display Art · Art Supply Wholesalers and Vendors

KEY activities

Innerbeat takes on two sets of activities; one on the ‘inside’, and the other on the ‘outside’ Art Programming inside the facilities include six different programs: · Music · Theatre · Art · Creative Writing · Yoga · Gardening

Art Programming outside the facilities, geared towards the public include: · Annual Fundraising Gala · Other Fundraising Events · Selling of art work and merchandise

KEY resources

Key Resources Description Physical Office Furniture Utilities Materials for Workshop Vehicle Intellectual Teaching Curriculum Development Trademark

First Year Costs

Desk, Chair, Laptop Water, Electricity Art Supplies + tools

$6,000 $1,200 $600 $15,000

$1,000 $1,000

Branding + Logo

Technology Website Design ISP

$3,000 $960

Fundraising Gala Budget Individual Donor Cultivation Marketing & Advertisement

$5,000 $4,000 $8,000

Human Board Members pro-bono Accountant pro-bono Lawyer pro-bono Executive Director/Program Director Art Teachers Web Support Technician

$30,000 $13,200 $5,000 TOTAL

$93,960

cost structure

Cost Structure 1 2 3 4

Gala Expense Art Supplies Website Payroll

organizational chart

The Board

Executive Director

Marketing Manager

Program Manager

Art Teachers

Lawyer

Director of Facilities

Accountant

Subclass

$10000 table $5000 table $2500 table Gala Ticket Couple Tickets Individual Tickets Individual Donors $1,000.00 $500.00 $250.00 $125.00 $60.00 $40.00 Art Work Collectable Non-Collectable Merchandise Portfolio Books Posters Post Cards T-Shirt Tote Apron Magazine Advertisement Full Page Half Page Quarter Page

Gala Ticket

Class 2 2 2 0.25 0.25 1 0.5 0.5 0.25 0.25 0.25

$ $ $ $ $ $ $ $ $ $ $

25.00 25.00 25.00 25.00 25.00 25.00 25.00 25.00 25.00 25.00 25.00

$ $ $ $ $ $ $ $ $ $ $

50.00 50.00 50.00 6.25 6.25 25.00 12.50 12.50 6.25 6.25 6.25

650.00 650.00 650.00 130.00 65.00

100.00 100.00 300.00 100.00 80.00 200.00 100.00 100.00

$ $ $ $ $

$ $ $ $ $ $ $ $

$ $ $ $ $ $ $ $ $ $ $

700.00 700.00 700.00 136.25 71.25 25.00 12.50 12.50 6.25 6.25 6.25

Labor Hours Labor Hourly Rate Labor Costs Materials Cost

pricing matrix

Classifications Unit Sales (1 Week) Art Sales Collectable 0.5 Art Sales Non-Collectable 0.5 Portfolio Book 1 Poster 2 Post Card 2 Tshirts 2 Aprons 1 Tote Bags 5 Magazine Advertisement Revenue 1 Gala Ticket Sales 5 Private Donations 1

Average Retail Price Point $ 1,000.00 $ 100.00 $ 40.00 $ 10.00 $ 3.00 $ 28.00 $ 15.00 $ 15.00 $583 $ 500.00 $ 50.00 Weekly Sales $ 500.00 $ 50.00 $ 40.00 $ 20.00 $ 6.00 $ 56.00 $ 15.00 $ 75.00 $ 583.00 $ 2,500.00 $ 50.00

52 Weeks 52 52 52 52 52 52 52 52 52 52 52

Year 1 Sales Goals % to Total $ 26,000.00 12.8% $ 2,600.00 1.3% $ 2,080.00 1.0% $ 1,040.00 0.5% $ 312.00 0.2% $ 2,912.00 1.4% $ 780.00 0.4% $ 3,900.00 1.9% $ 30,316.00 15.0% $ 130,000.00 64.2% $ 2,600.00 1.3% $ 202,540.00 100.0%

sales by classification

employee and programming schedule

Employee Work Schedule Positions

Monday

Executive Director / Program Director 9 am - 5 pm Artist Teacher - Music Artist Teacher - Theatre Artist Teacher - Creative Writing Artist Teacher - Visual Arts 1 pm- 5 pm Artist Teacher - Yoga 8 am - 12 pm Artist Teacher - Gardening Lawyer Accountant

Tuesday

Wednesday Thursday

Friday

9 am - 5 pm 9 am - 5 pm 9 am - 5 pm 9 am - 5 pm 2 pm - 6 pm 2pm - 6 pm 2 pm - 6 pm 1pm - 5 pm 8 am - 12 pm 8 am - 12 pm 9 am - 12 pm 9am - 12 pm

Pro - Bono Pro - Bono

Workshop Schedule

3 Monday

Music Theatre Creative Writing Visual Arts* Yoga* Gardening* *mandatory

Tuesday

Wednesday Thursday

Friday 3 - 5 pm

3 - 5 pm 3 - 5 pm 2 - 3:30 pm 9 - 10:30 am

2 - 3:30 pm 9 - 10:30 am 10 - 11:30 am

9 - 10:30 am 10 - 11:30 am

OFFICE location

316 Castro St. San Francisco, CA 94114 HOME OFFICE

Due to Innerbeat’s non-profit nature, careful financial calculations and analysis have been made to ensure we use our dollars in the most efficient and effective manner. Hence, the offices will be headquartered in the home of its Executive Director in the heart of the Castro in San Francisco.

Description The second bedroom of a three bedroom apartment will be converted into Innerbeat’s offices. A 10’ x 11’, this room has a window that overlooks the communal patio. Facing west, it receives the afternoon sunlight. The living room of the apartment is used for more informal meetings. It is a month to month contract, with a $1000 deposit. Rent is $400 a month, including a parking space.

Utilities average about $100 a month. Muni underground and many bus lines are one block away.

1st year operating budget BUSINESS BUDGET

Month/Year: Jun-11

SUMMARY

ACTUAL

OVER BUDGET

136,860.00 ACTUAL

BUDGETED

UNDER BUDGET

-202,540.00 -65,680.00 -136,860.00

65,680.00

Total expenses Income less expenses:

INCOME DETAILS Contributed

BUDGETED 202,540.00

Total income

OVER BUDGET

NOTES

132,600.00

-132,600.00

Art Sales

28,600.00

Merchandise Sales

11,024.00

-28,600.00 -11,024.00 -30,316.00 -202,540.00

Fundraising Earned

30,316.00 202,540.00

Magazine Advertisement Revenue Total Income:

EXPENSE DETAILS

ACTUAL

BUDGETED

OVER BUDGET

NOTES

Personnel Artist Teachers Music

2,200.00

Creative Writing

2,200.00

Art

2,200.00

Theatre

2,200.00

Yoga

2,200.00

Gardening

2,200.00

-2,200.00 -2,200.00 -2,200.00 -2,200.00 -2,200.00 -2,200.00

30,000.00

-30,000.00

Web Technician

5,000.00

-5,000.00

Total Expense

48,200.00

Administrative Executive Director/Program Director Technical Production

OPERATING EXPENSES

ACTUAL

BUDGETED

OVER BUDGET

Facility Expenses Rent

400.00

Telephone

100.00

Utilities

100.00

-400.00 -100.00 -100.00 -80.00

80.00

Web - ISP

Outreach/Marketing

-5,000.00 -500.00 -500.00 -500.00

5,000.00

Art/Magazine Events Meetings

500.00

Promotions

500.00

Marketing Collateral

500.00

Production/Exhibition Ink/Supplies

300.00

Photocopies

300.00

Printing/Reproduction

600.00

Printing Misc. Fees

100.00

Photo Supplies + Processing

500.00

-300.00 -300.00 -600.00 -100.00 -500.00

Fundraising Expenses Grant Development

2,000.00

Hospitality at Fundraising Events

6,000.00

Percent of total:

SERVICE

-2,000.00 -6,000.00 -500.00 -17,480.00 -0.27

500.00 17,480.00

Insurance Rider Total Operating Expenses:

26.61%

ACTUAL

BUDGETED

NOTES

OVER BUDGET

Accounting services

probono

probono

Legal services

probono

probono

Total Service Expenses:

0.00

Percent of total:

0.00

swot analysis

STRENGTHS § § § § §

Humanitarian Cause Touches on both emotional and physical aspects of participants rehabilitation Funding the arts is an inexpensive way to keep the peace inside a facility Encourages and promotes inmates positive behavior and self-worth Reduces recidivism from 67% to 27%, ultimately saving tax payer money

OPPORTUNITIES § §

§

Room to grow and expand workshops and program Collaborations with local artists to volunteer in the program and help increase awareness through collective work Eventual expansion into other facilities creating a standardized art program nationwide

WEAKNESS § § §

Prison life is subject to violence, threat to teachers and volunteers Slow and challenging process to receive desired results Securing funding through federal and state grants during tough economic periods

THREATS § § §

Program not seen as credible in the eyes of the public due to highly stigmatized prison culture Work produced in the workshops might not be valued by the public Federal and state funding being pulled due to cut-backs

ost strategic planning Year 1 Objective 1 Acquire over 500 emails for mailing list Year 1 Objective 2 Have over 100 attendees at Gala

Year 2 Objective 1 Be featured in local press

Year 2 Objective 2 Have interactive blog and website

Year 3 Objective 1 Sell private label merchandise online

Year 3 Objective 2 Have over 200 attendees at Annual Gala

Strategy

Tactic

Have Innerbeat’s presence introduced into the art world, drive people’s curiosity Strategy

I. II.

Tactic

Cultivate relationships with potential donors and sponsors

Strategy

I.

Having a strong presence online ensures that the work we do is not just confined inside cell walls. The more people know, the more we can change

Strategy

Tactic I. II.

Hire PR rep Cause some news with programs to increase demand in press coverage

Tactic I. II.

Hire web developer Link to Twitter, Facebook and Wordpress

Tactic

By having a global platform as a retailer, we can spread the Innerbeat brand as far as we can, and collaborate with 3rd party vendors to sell our merchandise Strategy

Offer free ticket to the right ‘niche’ of potential donors Sponsorship with local magazines and organizations to leverage on their brand recognition

II.

The more people know about what we do, the more support we receive

Strategy

Get good at Public Relations Utilize social media as a communication and visual platform

1.

2.

Hire another web developer Push the story behind the merchandise (how it is made by the inmates) and document it for social media purposes

Tactics

The more ‘busy’ the Gala is, the better turnover we will have in terms of donations

I. II.

III.

Collaborate with artists for live performances at event Catering by an ex-inmate who turned his life around thanks to an arts-in-prison program Create an emotional relationship, encouraging donations

conclusion

As a nation, the United States has long anchored its punishment policy in bricks and mortar.

The tangible feel of a jail or prison, with its surefire incapacitation of convicts, has been an unquestioned weapon of choice in our battle against crime. Recent studies show, however, that a continual increase in our reliance on incarceration will pay declining dividends in crime prevention. In short, experts say, expanding prisons will accomplish less and cost more than it has in the past. Âś That is why programs like Innerbeat are not only needed now more then ever, but will always have a place inside the dark, inhumane walls the youth of California find themselves in. Everyone should have the chance to rise above their worst moment. Everyone.

The PEW Center on the States - Public Safety Performance Project, 2008

references The PEW Center on the states - Public Safety Performance Project “One in 100: Behind Bars in America”, 2008 California Deparment of Corrections and Rehabilitation, Division of Juvenile Justice - Safety and Welfare Plan, March, 31, 2006 The National Juvenile Court Data Archive 2000, - Juvenile Court Statistics. 2000 Williams, Rachel Marie-Crane. Teaching Arts Behind Bars. Northeastern Univeristy, 2003. Print.

Kornfeld, Phyllis. “Criminal Justice and the Arts.” Web. <http://www.cellblockvisions.com/justice.html>.

California Department of Corrections and Rehabilitation Annual Report 2009 http://www.cdcr.ca.gov/index.html Skelly, Tom. “On the Yard: Prison Art Connects with the outside.” ReadingRoom. 1992. Web. <http://www.communityarts.net/readingroom/archivefiles/1999/12/on_the_yard_pri.php>.

“Prison Art Projects.” 2004. Web. <http://www.williamjamesassociation.org/prison_arts.html>.

“ARTist.” Welcome to Art Release - Prisoner Artwork. Web. 01 June 2010. <http://www.artrelease.org/>.

“San Quentin Art Director Steve Emrick Interview.” E-mail interview. May 2010.

Images from shutterstock.com and National Geographic