Organizational Strength. Objective Metric School leadership will further the school mission, program, and goals and will act strategically to ensure adequacy, alignment, and coherence of actions. Fulfill the education plan and programs outlined in the campus charter, in accordance with Tex. Educ. Code Sec. 12.059(1). Note: See charter application for in-district charter school model goals. Teacher satisfaction rate that meets or exceeds the district average on the district-wide teacher survey (to be developed by the end of the 2019-20 school year). Provide quality educational programs that enable all students to achieve academically and socially. Average daily student attendance rate of at least 95%. (The school’s baseline attendance rate in 2018-19 was 94%.) Attrition rate of less than 10%. (The school’s baseline attrition rate in 2018-19 was less than 10%.) Meaningfully engage families to establish and maintain positive relationships between school and home. Parents will show a high degree of confidence in the school model, as measured by a parent satisfaction rate that meets or exceeds the district average on the district-wide parent survey (to be developed by the end of the 2019-20 school year).
Organizational Strength. Explain why you believe you can complete the proposed project or activities within the funding period and are confident in its success. (May include qualifications, past success, leadership, strong partnerships or supporters, taking advantage of an existing event, etc.). • If you haven’t already done so, please briefly explain how your proposal supports your organization’s strategic goals. • How do you gather input and feedback your audiences or participants? How do you ensure your work is relevant to the community? • What steps are you taking to improve the sustainability of the project or activities beyond this period of funding? Arts & Humanities Bainbridge has historically served the local arts and cultural community through our various programs, events and partnerships. It is our practice to evaluate the success and effectiveness, both financially and programmatically, at the conclusion of each event or program. We are consistently reimagining and developing new features for the community to learn, collaborate and enjoy We will broaden participation among local diversity partners to build inclusive events, activities and understanding. We will be an advocate for youth learning through art and related cultural activities, cultivate critical thinking and enable creative engagement. Our goal is to enable creative engagement in all that our arts community has to offer, attract a diversity of visitors and deepen appreciation of Bainbridge Island’s creative offerings. To create awareness and sustainability, we promote cultural activities through Currents, which has an audience interested in the arts. We also promote through press- releases to arts publications, e-newsletters, marketing campaigns and social media platforms.
Organizational Strength. Objective Metric School leadership will further the school mission, program, and goals and will act strategically to ensure adequacy, alignment, and coherence of actions. • Fulfill the education plan and programs outlined in the campus charter, in accordance with Tex. Educ. Code Sec. 12.059(1). • Overall score on the district-wide teacher survey that meets or exceeds the district average. Provide quality educational programs that enable all students to achieve academically and socially. • Average daily student attendance rate of at least 95%. • Student attrition rates as follows: Meaningfully engage families to establish and maintain positive relationships between school and home. • Overall score on the district-wide parent survey that meets or exceeds the district average. 2020-21 15% 2021-22 15% 2022-23 thru 2030-31 10%
Organizational Strength. ● Explain why you believe you can complete the proposed project or activities within the funding period and are confident in its success. (May include qualifications, past success, leadership, strong partnerships or supporters, taking advantage of an existing event, etc.). We have held five successful and well-attended Trashion Shows here, and one additional exhibit of accepted artists at BAC during the Covid quarantine period. We have an excellent committee of dedicated organizers with a diverse set of expertise and a variety of successful partners who are willing and excited participants in our goals. Our current sponsors are willing to continue supporting us and we are confident in attracting new sponsors with expanded offerings. The Trashion Show and the ABC Environmental Conference are well-known community events, so community members will be anticipating them once again. Whenever our post-show exhibit is in the window of BAC, they have reported greater interest in their displays and more customers than usual who enter the gallery. ● If you haven’t already done so, please briefly explain how your proposal supports your organization’s strategic goals. Our goal is to educate people about reducing waste and, in this case, extending the life and value of textiles. Our activities are designed specifically to fulfill these goals through hands-on experiences and presentations. ● How do you gather input and feedback from your audiences or participants? How do you ensure your work is relevant to the community? In the past, we have gathered impromptu feedback from those who attend. We have also offered quizzes and surveys to evaluate what the audience learned. We email the artists post- show to comment on their experiences, and we incorporate their feedback into future activities. For example, after our show this year, which was outdoors, we polled our artists (many of whom are repeat participants) about the new format. They enjoyed the opportunity to further connect with the audience, but some of them missed the more exciting runway format, which is why we’d like to offer both setups this coming year. Also, going forward, we will be able to evaluate our relevance by the number of participants involved in the additional new programming. ● What steps are you taking to improve the sustainability of the project or activities beyond this period of funding? One of our events will be a fundraiser runway show, which we hope will be popular and help to keep the program...
Organizational Strength. ITA offers tuition-based services, with options for private pay or state funding for those eligible for services from the Developmental Disabilities Administration (DDA), a division of the Department of Social and Health Services (DSHS). ITA has a contract with the State of Washington as a provider of direct services and respite care to support these individuals and their families. For many families, state funds are used to pay family members for their home care of the individual. In these instances, families will use private funds to pay for attendance at ITA functions. ITA maintains a scholarship fund that allows some who need financial assistance to participate; roughly 10% of our annual budget is dedicated to the scholarship fund. A number of our members live in Adult Family Homes and rarely have discretionary funds to participate in our programs and activities. It is our goal at ITA to provide our programs and support to all members of our community who are interested in our club programs, and as such, much fundraising needs to be done to keep our programs affordable and accessible. ITA fundraising also includes applications for grants through local and national foundations and churches, as well as participation in the Kitsap Great Give and One Call For All each year. ITA recycles print cartridges, weaving this activity into other member activities. We sell concessions, popcorn, snacks and goodies at local events and concerts and movies in the park, which also supports our general fund. Funding from COBI would greatly increase our capacity to serve these valuable members of our community and allow us to continue providing life enriching, meaningful programming for people with disabilities. Our leadership team realizes our members’ need for personalized programming, relationships, creative outlets, and work. ITA’s Executive Director has a Masters Degree in Community Health and 20 years experience in program management; she supervises operations, program implementation, and monitoring and impact evaluation. Our Program Director started ITA after working in the Special Ed class at the Xxxxxxxx Middle School; she ensures that programs and jobs services compliment members’ individual interests, talents and skills. Our Board Chair is also the parent of an ITA member and a legal advocate for Kitsap County residents with disabilities. Our Assistant Program Director, who also volunteers for the BI Fire Department, and is a legal guardian of an ITA member, is l...
Organizational Strength. The first aspect is a strong and functioning organizational structure that is democratic and member based. The organization is legalized and has to have values that promote non-discrimination, inclusiveness, transparency, and accountability. This means that there is a broad membership base, which includes any interested forest or NR user, regardless of gender, economic, social or ethnic background, making sure to avoid elite capture. There is a strong emphasis on women in leadership positions. One way to encourage good governance is through a democratic structure that includes a member-elected board. If board members do not perform well, they will not be re-elected and if staff does not perform well, the board can intervene. The organization has to have transparent administrative and financial procedures.
Organizational Strength. We are confident in the success of this project because Vitalize Kitsap has been serving people with intellectual and developmental disabilities on Bainbridge Island for 21 years. We have a long history of providing empowering programming that involves art and cultural activities aimed at improving life and job skills for these individuals. VK has created and performed an original play in the past at the Hyla School theater, and our virtual variety show last year was a success, raising nearly $5,000. Our weekly programs focus on seven core values, which inform our strategic goals: Art & Leisure, Communication, Community. Continued Education, Health & Fitness, Relationships, and Work. Art and Culture are woven into daily lessons and projects that last months and years. Our co-founder and program director has a daughter with a disability, as well as several of our Board members. They help keep our programs relevant to the participants, though all our activities are member driven, e.g., their goals and needs determine the direction our programs take. From offering creative writing classes, to music, art, and drama, to learning about the food and culture of all the countries and continents of the world, we meet our members where they are and ask them where they want to go in life. We have an educated, experienced, and dedicated staff who work with our members to incorporate individual personal goals into group activities. For our organization’s ongoing success and sustainability, Vitalize Kitsap partners with several local, state, and regional community government and nonprofit agencies that provide operational and programmatic support, such as the City of Bainbridge Island (COBI), the Bainbridge Community Foundation, Windermere Real Estate, the Rotary Club of Bainbridge Island, the Xxxxxxxxx Foundation, the Motherhouse Fund, the Kitsap Community Foundation, Bainbridge Island Parks & Recreation, the Kitsap Economic Development Alliance, and Puget Sound Energy. This outpouring of support and these community partnerships confirm the relevancy of our programming.
Organizational Strength. GrubStreet Staff Since 2010, when founder Xxx Xxxxxxxx returned to GrubSteet as Executive Director, the organization has grown into the leading and largest creative writing center in the country, hosting 4,000 writing students of all ages and backgrounds per year in our central Boston location, in Boston’s Dorchester, Mattapan, and Roxbury neighborhoods, in Providence, RI, and online. Additionally, we host another 700+ writers, agents, editors and publishers at our annual writing and publishing conference. Our revenue has grown by 323% since 2009. In order to properly xxxxxxx that growth, Xxxxxxxx has restructured staffing, reinforced the financial infrastructure and accounting systems, hired a senior leadership team, built marketing and development functions, and recruited business leaders, leading writers, and major philanthropists to the board of directors. In 2016, Xx. Xxxxxxxx successfully secured major, multi-year funding support from the Bloomberg Foundation, the Xxxx Foundation, and the Xxxxxxxxxx Foundation to address issues of equity and inclusion, and to increase participation of diverse communities of all income levels, ages, and cultural backgrounds in the narrative arts. GrubStreet has consistently operated with a surplus, enabling the organization to retain earnings each year, building important reserves necessary for stability, innovation, and making the most of new opportunities. Moreover, we have strong and diverse earned income streams and have proven proficient at raising significant funds to support scholarships and subsidized programs for adults and teens. GrubStreet’s program team consists of talented writers who combine teaching and curating experience with literary accomplishment. The dynamic team is led by Artistic Director Xxxxxxxxxxx Xxxxxxxxxx, a Guggenheim winning novelist whose fourth book will be published in early 2019 by Xxxxxx. In addition to writing four critically acclaimed novels, Xx. Xxxxxxxxxx is an expert in the craft and pedagogy of creative writing. For Graywolf Press, he wrote “The Art of Perspective: Who Tells the Story.” His essays on writing have been published in the following anthologies: Now Write! Fiction Writing Exercises from Today's Best Writers and Teachers, Xxxxxx Xxxxx, ed., Tarcher Books, 2006; Naming the World: And Other Exercises for the Creative Writer, Xxxx Xxxxxxx Xxxxxxxx, xx., Random House, 2008; and Mentors, Muses & Monsters, Xxxxxxxxx Xxxxxxxx, ed., Excelsior Editions, 2012. Xx. Xxxxxxxxxx ...
Organizational Strength. Explain why you believe you can complete the proposed project or activities within the funding period and are confident in its success. We have had some enormous successes in a very short amount of time. We have sold out every concert and have maintained good partnerships with theatre organizations throughout many productions which also sell out to Bainbridge audiences time and again. We have gotten phenomenal reviews and recognition by both artists, audience members, and industry specialists as has been mentioned throughout in this application thus far. We have audience members reaching out days after each show asking for recipes of the recent Special Cocktail created by our Food & Beverage director to match the theme of our event. And we have received many complements from artists and audiophiles in our audience about supreme quality of the sound at our events. Unspecified funding for operations will, at first, give us the chance to research and consult with masters in their respective fields. The funding will then provide us with the the agency and freedom to invest when the opportunity strikes. So much in our line of work is dependent on collaboration with admin, artists, and crew from a variety of organizations and connections that we cannot control how quickly others respond and how swiftly a project moves forward. However, funding like this will give us exactly what we need to be efficient with our monies such that our resources will be ready as others join the table. If you haven’t already done so, please briefly explain how your proposal supports your organization’s strategic goals. As previously stated, WEAVE is so grateful to COBI for offering funding earmarked for general operations. This is usually the exact area of any nonprofit budget that suffers most and prevents goals, programs, and dreams from being realized. Our strategic goals depend on operational funding. We believe there is nothing we cannot accomplish without community and the proper support. How do you gather input and feedback your audiences or participants? How do you ensure your work is relevant to the community? Our audience answers surveys we send out via our newsletters and we also welcome their in-person feedback during any break if they have concerns such as COVID safety, the running out of toilet paper or water, or the quality of our sound. We are typically overwhelmed with positive feedback as is evident through our artist referrals, repeat ticket buyers, and social medi...
