Educating for Transformation

Strategic Emphases Initiatives

TrainingforArtsReliefandRestoration

• CurriculumDevelopmentandDelivery• Accreditation• FacultyandTrainerRegistration

Initiative• MobileInstitute

Refiningourdirectserviceprogramstomoreeffectively

andsustainablymeetcommunityneeds

• BestPracticesInitiative• StrengtheningCommunityOutreach

Programs:Artology,CommunityStudio,DiasporaofHope,Discovery

MultiplyingourimpactthroughAlliancesforservice,training

andtransformation

• InternationalCreativeNetworks• EducationalAllianceInitiative• LocalServiceAlliances

BuildingourOrganizationalCapacitytofulfillourMission

• AdvisoryCouncil• VolunteerProfessionalStaff• BuildaBridgeBeta• RegisteredArtistsonCall• RegisteredTrainersandFaculty• NationalBoard

Increasingthefinancialandfunctionalsustainabilityofour

organization

• SuccessionPlan• CorporateSponsors• AlumniAssociationInitiative• EngagedBoard• PABF/3:30• SignatureAnnualEvent

Inte

grat

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Tech

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Engaging Creative People

Telling the Story

Community International Institute Operations Leadership

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OurCommunityprogramswillformallianceswithlike‐mindedorganizationstodeliverdirectserviceandtrainingprogramsthatmultiplyourlocalimpactandmoreeffectivelymeetcommunityneeds.

OurInternationalserviceprogramswillserveascatalystsfortrainingopportunitiesthatbuildthecapacityofcreativepeopleandorganizationstosustainablymeettheneedsofthepeopletheyserve

OurInstituteProgramsaspiretobetheforemostdomesticandinternationaltrainingresourceintrauma‐informed,hope‐infused,artsbasededucationandinterventionforcommunitytransformation.

Org

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Vis

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Ourmissionwillbefulfilledbyapaidprofessionalstaffassistedbyanetworkofskilledstudentandprofessionalvolunteers.Ourteamwillbuildasustainableprogramstructuresupportedbydiverseandincreasedfunding.

Wewillbeledbyaboard,advisorycouncilandexecutiveteamwhoallhaveakeenknowledgeofandcommitmenttoBuildaBridge’smission,principles,andpractices.Wewillhaveanactiveboardresponsibleforfinancialandlegaloversight,strategicplanning,andengagedfundraising.

HOPE AND HEALING IN TOUGH PLACES BuildaBridge Strategic Plan 2012-2015

Mission

Toengagecreativepeopleandthetransformativepowerofartmaking

tobringhopeandhealingtochildren,families,andcommunitiesinthe

toughestplacesoftheworld

Vision

BuildaBridge values:

Weenvisionaworldwhereall

childrenareresilient,experienceself‐efficacy,andhaveavisionfor

theirfuture.BuildaBridgededicatesitsresourcestobuildingthe

capacityofcreativeadultsandlocalcommunitiestofulfillthisvision.

Holisticchilddevelopment

NurturingtheCreativeSpirit

LearningandInnovation

Volunteerismandsacrifice

Long‐termsustainablerelationships

Crossingboundariestobuildcommunity

SpeakingBlessings

Strategic Plan 2012-2015

600  million  children  globally  live  in  chronic  poverty  

19%  of    US  children  live  in  poverty  

40%  of  educated  Sub-­‐Saharan  African  young  adults  are  

illiterate  

Over  the  past  20  years  the  number  of  natural  disasters  per  year  has  quadrupled    

There are 4.4 million active artists in the United States alone

That is 6 times more artists than physicians and

surgeons

 • Served  over  1600  children  in  Philadelphia  through  is  Art  Therapy,  Artology,  and  Discovery  Programs    • Hosted    over  3,000  parBcipants  in  our  InternaBonal  Programs  

• Offered  19  Diaspora  of  Hope  camps  in  6  countries  and  2  US  States    • Established  a  10  year  commitment  in  HaiB  

• Partnered  with  Eastern  University  to  offer  an  Arts  in  Transforma1on    concentraBon  under  their  Master  of  Arts  in  Urban  Studies  program  

• Trained  219  arBsts  and  community  workers    from  14  countries  in  Arts  in  TransformaBon    • Engaged  477  volunteers  who  served  almost  38,000  hours  

   

Since 2007 BuildaBridge has:

$89,900  $105,900  $113,428  

$246,537  

$388,877  

$338,240  

$418,384  $409,028  

$0  

$50,000  

$100,000  

$150,000  

$200,000  

$250,000  

$300,000  

$350,000  

$400,000  

$450,000  

2002   2003   2004   2005   2006   2007   2008   2009   2010   2011  

BuildaBridge  Annual  Budget    2003-­‐2010  

Budget  

The most effective and sustainable response to natural disaster comes from within the local community

BuildaBridge 2012-2015 Strategic

Plan

Board Survey  

Constituent Survey

 

Staff Interviews

 

External Evaluation

 

Participant Data  

Financial Analysis

 

SWOT Analyses

 

2007 Strategic

Plan Review  

Strategic Plan Methodology

Strengths    

Weaknesses  

Opportunities  

Threats  

A  N  A  L  Y  S  I  S  

   

 

Strong  use  of  evaluaIon  and  assessment    to  improve  services.

EffecIve  EducaIonal  Alliance  with  Eastern  University

Unique    trauma  informed,  hope  infused  trainings  and  pracIce

Growing  internaIonal  sphere  of  influence  and  contacts

Good  local  reputaIon  parIcularly  for  Artology  program

EffecIve  markeIng  of  values    and  focus    to  consItuents  

Good  volunteer  infrastructure  for  internships  and  volunteer  arIsts

Progressive and comprehensive inclusion of technology into program sand administration

Str

engt

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Weaknesses

Limited  Board  engagement  in  leading  organizaIon

Heavy  reliance  on  Co-­‐Founders

Overly  dependent    on  grants  for  funding

Cost  of  running  programs  exceeds  revenue Minimal  arIst  loyalty    to  organizaIon

Limited  funds  to  hire    and  retain  professionally  skilled  personnel

Reliant on volunteers for core organization functions

Limited national and international reputation

   

 

Increase  in  requests  and  interest  in  arts  based  assisted  learning  for  community  development  relief

Increased  interest  in  and  need  for  psychological  first  aid  

Increased  need  and  interest  for  holisIc  child  development Increased  need  for  behavior  management

ConInued  arIst  interest  in  serving    and  formal  arts  training

Increased  partnerships  with  internaIonal  organizaIons

Community  arts  educaIon  programs  expanding  but  most  have  limited  service  learning  opportuniIes

Opportunities

Threats

Increasing  number  of  colleges  offering  community  arts  degrees PotenIal  that  programs  or  mission  will  lose  their  niche Challenging  global  economic  climate

2012-2015

The Mission of BuildaBridge

To engage creative people and the transformative power of art making to bring hope and healing to children, families, and communities in the toughest places of the world

The  mission  of  BuildaBridge  is  to  use  the  life-­‐changing  power  of  art  to  bring  hope  and  healing  to  children,  families,  and  communiIes  in  the  tough  places  of  the  world.  BuildaBridge  moIvates,  enlists,  trains,  and  connects  those  with  arIsIc  gi]s  with  those  in  greatest  need.  

Vision

We envision a world where all children are resilient, experience self-efficacy, and have a vision for their future.

BuildaBridge dedicates its resources to building the capacity of creative adults and local communities to fulfill this vision.

Values

•  Holistic child development •  Nurturing the Creative Spirit

•  Learning and Innovation •  Volunteerism and self-sacrifice

•  Covenant Relationships

•  Crossing boundaries of ethnicity, social class, ability, religion, gender, and sexual orientation

•  Speaking Blessings  

2012-2015 Program Visions

P

rogr

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isio

n Our  Community  programs  will  form  alliances  with  like-­‐minded  organizaIons  to  deliver  direct  service  and  training  programs  that  mulIply  our  local  impact  and  more  effecIvely  meet  community  needs  

Community

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Our  InternaIonal  Service  programs  will  serve  as  catalysts  for  training  opportuniIes  that    build  the  capacity  of  local  creaIve  people  and  organizaIons  in  vulnerable  communiIes  to  meet  their  own  needs  

International

P

rogr

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n Our  InsItute  Programs  will  become  the    

foremost  domesIc  and  internaIonal  training  resource  in  trauma-­‐informed,  hope-­‐infused,  child-­‐centered,    arts-­‐based  educaIon  and  intervenIon  for  community  transformaIon  

Institute

Our  mission  will  be  fulfilled  by  four  paid  professional  staff  members  assisted  by  a  network  of  skilled  student  and  professional  volunteers.    Our  team  will  build  a  sustainable  program  structure  supported  by  diverse  and  increased  funding.    

We  will  be  led  by  a  board  with  substanIal  social  capital  and  access  to  monetary  capital  together  with  an  advisory  council  and  execuIve  team  who  all  have  a  keen  knowledge  of  and  commitment  to  BuildaBridge’s  mission,  principles,  and  pracIces.  

BuildaBridge Organization Vision =

   

 

BuildaBridge Organizational Chart

2012-2015 Strategic Emphases

Framing Principles

Education for Transformation through    our    direct  service  programs  and  by  training    creaIve  people  to  be  agents  of  transformaIon  in  their  communiIes  

Engaging Creative People in  service  to  local  and  global  communiIes

Telling the Story Of  the  work  that  we  do  and  of  the  people  we  serve  

Integrating Technology into    :  1)  Training  2)  Telling  the  Story  3)  AdministraIon  4)  Development  5)  Assessment  6)  Service  

•  Curriculum  Standards  IniIaIve  

•  AccreditaIon  Expansion  

•  Volunteer  RegistraIon  IniIaIve  

• Mobile  InsItute  Development  

Training  for  Arts  Relief  and  RestoraIon  

Emphasis I

•  Best  PracIces  IniIaIve  •  Strengthening  Community  Outreach  Programs:  Artology,  Community  Studio,  Diaspora  of  Hope,  Discovery  

Refining  our  direct  service  programs  to  

more  effectively    and  sustainably  

meet  community  

needs  

Emphasis II

•   

 

•  InternaIonal  CreaIve  Networks  

•  EducaIonal  Alliance  IniIaIve  

MulIplying  our  impact  through  Alliances  for    service,  training  

and  transformaIon  

Emphasis III

•  Advisory  Council  •  Volunteer  Professional  Staff  

•  BuildaBridge  Beta  • NaIonal  Board  

Building  our  OrganizaIonal Capacity to  

fulfill  our  Mission  

Emphasis IV

• Succession  Plan  • Corporate  Sponsors  • Signature  Annual  Event  

• Alumni  AssociaIon  IniIaIve  

• PABF/3:30  • Engaged  Board  

Increasing  the  financial  and  funcIonal  

sustainability  of  our  

organizaIon  

Emphasis V

Next  steps  

Next Steps

Board  Approval  &  Yearly  AcIon  Plans    

We welcome your feedback!