Sanctum Neighborhood Network.20130510 draft

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Sanctum Neighborhood Network.20130510 draft

Sanctum Neighborhood Network.20130510 draft

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  • 1. Page | 1 Sanctum Neighborhood Network 2013-2021 Prospectus Unity in the Community, World Vibe Fighting With Peace, Not For It
  • 2. Page | 2 America’s Tipping Point Sanctum Neighborhood Network Solutions By many measures, the USA has found itself at a critical juncture both economically and socially. While our nation remains the most highly developed and advanced world power, our area is currently facing unprecedented levels of involuntary unemployment together with the emergence of a structural “underclass” of unemployable persons that do not actually prefer to work. Considering the influence that these persons may have on their family members, dependents and peers, this trend represents a troubling fundamental shift in the psychology of a significant portion of the community’s population. One only need pick up the daily paper to see the evidence of this tipping point. Perhaps one of the most highly visible symptoms is the skyrocketing rates of social polarization, public debt, rampant underemployment and urban violence; other symptoms include the widely expressed loss of confidence in the dominant institutions of law, order and politics to establish a cohesive strategy that might reverse this trend. While the challenges are deep and often confusing, it can be helpful to note that the USA did not reach this state accidentally or by default, but via a number of underlying and tangible drivers. These issues are systemic in nature and revolve around a lack of appropriate public policies that effectively address the lingering challenges of institutional racism, effectively leaving a policy vacuum towards social aggression in particular and the underground culture of resistance in general. This policy environment was first planted in the 1960’s to address the era’s desegregation challenges by refocusing on political – rather than racial - entrenchment. This precipitated an ideological approach that was largely adversarial, resulting in policies that reflected conflictive opinions amongst a range of stakeholders that were often deliberately disjointed. The new political class promoted a culture of political opportunism that polarized the population, rather than achieving a genuinely level playing field for all Americans. Over the years, these policies have bred a significant underclass of disconnected individuals and families. Critical social and economic issues have not been methodically scrutinized or studied in a way that reveals their relationships to current issues and the marginalization of America’s disaffected populace. At this current tipping point, there is an urgent need to revisit these policies and the way in which they are developed, evaluated, approved, and implemented. Such a rational approach towards policy analysis and development is surely possible, but it will not happen automatically. In an environment of many divergent viewpoints and embedded personal interests, there is a near-universal consensus that greater unity is necessary for mobilizing the community towards a feasible solution. To do this, the USA will need a “Third Emancipation” that incorporates all the relevant perspectives dealing with social cohesion.
  • 3. Page | 3 Historically, it has been perceived that non-aligned “grassroots” constituencies are either too unsophisticated or too disorganized to be involved in policy making. The institutions of party politics therefore tend to polarize the interests of the grassroots community from business and nonprofit leaders, and policy makers. Today, however - due to the unprecedented scale of social dislocation - it is now universally agreed that there needs to be a stronger voice and representation from the grassroots to help shape fairer and more representative approaches to America’s systemic issues. Root Cause ( incubated and Atlantic Philanthropies ( “anonymously” funded the Bermuda based Sanctum Think Tank was incubated as a grassroots national policy advisory team with Andrew Williams Jr., Managing Director of USA based Wilcomnet, LLC . which founded the AJ Action Team ( and Sanctum Neighborhood Network (SNN) During 2012-13 SNN incorporated methodology from Operation Hope ( and the FEMA Integrated Whole Community Model The OK Vision and Mission SNN launched Operation Kitunguu ( as a community-based strategy using celebrity humanitarians to promote a “Third Emancipation” where: ● High-risk individuals and the overall community are empowered and able to find gainful and productive employment or generate new businesses ● An integrated, “trickle-up” approach to wealth creation is adopted for economic development from the grassroots ● This approach leads towards economic gains in the post-industrial world ● There is social harmony and trust amongst the population, combined with lessened negative social tendencies To achieve this larger vision is not the work of any one individual or group of individuals, one organization or group of organizations. It will require the commitment and contributions of all community members and organizations across all three sectors, like that advocated by the Federal Emergency Management Agency (FEMA) Integrated Whole Community Approach, using the Root Cause Social Impact Model While a community-wide collaboration will be necessary to move the USA forward from its current tipping point, each player will still need to be conscious and strategic about its own most effective role within the larger landscape. As its own role in achieving the vision for a stronger union, Operation Kitunguu will execute the following mission: Operation Kitunguu is a Sanctum Neighborhood Network (SNN) strategy that is creating greater social cohesion across the USA by promoting the values of unity in the community and fighting with peace, not for it. SNN is conducting a combination of community-based programs, research, and unifying events that engage the community, incorporate all points of view, bring groups together, and will lead to improved social policy and decision making.
  • 4. Page | 4 The OK Social Impact Model The OK leadership team members have accumulated experience through more than thirty years developing deep community relationships throughout all economic, racial, class segments of the Leimert Park community. This process has involved direct diplomacy with business leaders, government officials, and hardcore constituencies that have historically been most affected by social violence. OK team members have spent years immersed in both neighborhoods and in corporate boardrooms, meeting with a broad range of individuals and building support for the core values of unity in the community and fighting with peace, not for it. This wide community network of relationships provides a strong foundation for the OK campaign. As shown in the diagram below, the OK social impact model builds upon this foundation using two integral components: a set of community-based programs, and a community-based brain trust. Through its community network and activities, Operation Kitunguu fundamentally acts as a hub between major stakeholder groups, functioning as a translator, interpreter, and representative for contrasting – but potentially convergent - points of view. OK community-based programs leverage its established network to deliver targeted interventions directly within the community. Besides their direct effects, these programs will also help to further broaden and strengthen the OK network of relationships, increase the organization’s direct expertise in community issues, and help create an environment that is conducive to follow-on work.
  • 5. Page | 5 These benefits of the program work will in turn support a community-based think tank that researches and analyzes priority community issues while incorporating the grassroots voice, and also analyzes and makes recommendations on critical social policies. As opposed to either standalone direct service programs or think tank activities, these two components will mutually reinforce each other to combine both community- and systemic-level work and impact. The details of the OK social impact model are described below. 1. Community-Based Programs OK’s community-based programming includes its signature Sounds of Sanctuary program, Adopt a Hood, and unifying events. These programs are built upon community good will and relationships that OK has developed over time, allowing these programs to happen with community collaboration and co-ownership. Because of this close link, the portfolio of community-based programs will undergo continuous iteration, learning, and improvement to meet shifting community needs as current programs are strengthened and either expanded or transitioned and new ones are developed. Adopt-A-Hood Internet, Mobile and Broadcast Programming Scenario Motion Pictures. Concert Touring & Talent Expo. Unifying Events. OK’s first signature unifying events in adapting CultureFest International, which had achieved institutional status in Bermuda in the past was held in 2012 at the Bermuda Dockyard and at a Pre-Kwanzza Celebration in Leimert Park. 2013-2020 CultureFest will provide a central gathering place for the entire USA community to come together and experience and further absorb the values of unity in the community and fighting with peace, not for it through ongoing events by programming and livestreaming content locally and globally on a free and pay-per-view basis. The events will not function as a standalone or one-off event, but rather as a key component of the overall OK model for impact. From a practical programmatic standpoint, CultureFest will be structured as a vehicle to communicate positive ideas and values at a large scale, to recruit supporters, and to create and strengthen relationships between all segments of USA society. An important element of CultureFest will be the Fringe Summit, a venue for key stakeholders across sectors and at all levels of the USA community to engage in collaborative discussion and problem solving. Designed along similar lines as the G8 summit on the economy, this session will help to fight silos among sectors and among industries.
  • 6. Page | 6 Together, SMP, Concert Touring, and the unifying events will help to facilitate a direct encounter between USA’s highest socio-economic echelons and its most challenged grassroots communities. The community-based programs together form a vehicle for conversation and discussion between all segments of society. The work of these programs will directly support the work of a community-based think tank, described below. 2. Community-Based Think Tank Building upon its community-based programs, OK’s community-based think tank will focus on affecting improvements in USA’s critical social and economic policies, especially those affecting the challenges of urban youth. The establishment of a new, independent think tank in USA is a critical need for its advancement as a society. According to the National Institute for Research Advancement, think tanks are "one of the main policy actors in democratic societies ..., assuring a pluralistic, open and accountable process of policy analysis, research, decision-making and evaluation".[3] Unlike prior or existing think tank efforts in USA, the OK think tank would primarily focus on community issues and quality of life for residents. Because the think tank will be a new creation and will not have a history and legacy of established relationships and perceptions, it will provide a neutral “blank sheet of paper” to begin bringing the perspectives and thinking of the community segments together. The leadership team has already begun developing a network of experts in business, government, the nonprofit sector, and the wider community. To tighten this network into a formalized entity and ensure its success, the OK think tank will need to: ● be permanent, ● have an open, inclusive and transparent presence, and ● ensure participation by all community segments, including the most marginalized segments of the community that are most involved in the current violence issues and who are most often overlooked in community and policy debates. To play its role, the community-based think tank will focus on the following activities: ● Researching community strengths, needs, and social dynamics. Beyond generating valuable data that can be used to inform a wide range of development efforts, the think tank’s research will also help to mobilize local communities to support the research themselves and truly own their local problem solving. This will be done via a community-based research process that leverages local individuals to plan out and conduct the research, and also to even analyze the results. OK will also partner closely with the government, business, and the third sector to train volunteer researchers for this area of work. ● Reporting on research results, providing comprehensive but actionable information to help empower community members and inform better policy decisions.
  • 7. Page | 7 ● Convening stakeholders to plan and review research and to engage in a collaborative problem solving process. Through its convenings, the think tank will function as a conduit, bridge, and hub for USA’s various community segments. Potential additional activities include the interpretation of key social policies, organizing community input to the policy development process, and making policy recommendations. As the think tank is developed and refined, it will include an assessment of think tank models worldwide and the best components that can be applied and customized to best fit the USA context. Community Impact of the OK Model OK’s overarching goal for impact in the community is to create greater social cohesion and less polarization between the major segments of USA’s society, including socio- economic groups, racial groups, and political parties. As USA moves towards this state, we will expect to see greater cooperation between segments of the community and reduced violence and conflict at all levels. To monitor and assess its progress as an organization towards these goals, OK will track and report on the following indicators of its program performance and community impact. OK Concert Tour ■ Community events held (#) ■ Event participation (#) ■ Reduced conflict and violence ■ Increased collaboration between volatile neighborhoods and external stakeholders Scenario Motion Picture ■ Target neighborhoods sponsored (#/%) ■ Corporations participating (#) ■ Small businesses participating (#) ■ Strengthened relationships between local small businesses and local “hoods” ■ Greater involvement of local communities in addressing their own issues ■ Greater value seen by the corporate sector in “hood” involvement ■ Greater financial ($) and in-kind resource support of hoods by the corporate sector Unifying Events ■ Participants, attendees (#) ■ Attendees adopting core values of unity and peace Brain Trust ■ Volunteer researchers trained (#) ■ Convenings held (#) ■ Convening participation (#) ■ Community issue data generated ■ Stronger social and economic policies addressing USA community needs
  • 8. Page | 8 Team and Governance The OK core leadership team has more than thirty years of collective experience in community and youth development among its four core members who function as a cohesive unit: ● Executive Director – Andrew Williams, Jr. Andrew Williams Jr. is a veteran advertising, sales and marketing executive based in Beverly Hills, California. His company, Wilcomnet LLC, pioneered the early transition by ad agencies from legacy management to virtual organization using a proprietary network of "personal advertising representatives" known as PARXTC. He has spent the past twenty years building an international network of CEOs, academics and activists with a shared interest in humanitarianism. Andrew is now working with the International Academy of Humanitarian Works, the International Human Rights Commission and various social media organizations to advance the use of social networks to promote "people's diplomacy", starting with the global campaign to eradicate extreme forms of poverty by 2015. Andrew is ideally situated to connect USA with leading edge developments in policy, academia, sports, technology, and entertainment. ● Program & Community Director - ● Supporting Manager – ● Supporting Manager – To broaden its team and knowledge capacity beyond the leadership team core members, OK has also developed a global neighborhood network. This network connects OK with a range of community leaders who are addressing issues similar to USA’s in other jurisdictions, particularly the UK, Bermuda and the Caribbean. While OK’s organizational focus remains on USA, the international relationships provide access to critical third-party knowledge, experience, and funding sources.
  • 9. Page | 9 Implementation Strategy and Goals After having spent the past twenty years building a solid community base, OK is currently formalizing as an organization in its second phase of implementation. The phases and major goals of OK’s implementation strategy are described below. Phase I – Community Base Building (2009– 2011) The work to develop OK has been years in the making, with the core leadership team developing strong relationships across the USA community as individual leaders and as members of multiple organizations. This work led to the development of a community network which formed the critical base for OK to begin its second phase of establishing itself as a formal organization. Phase II – Organization Development & Program Launch (2009-2012): Strategic Goals Beginning in 2009, the leadership team members and the various elements of OK began coming together to develop a formal organization around its decades of community-building work. Lasting through the end of 2012, this second phase is focused on setting up OK’s initial program and organizational infrastructure. A particular focus will be launching and stabilizing the community-based programs, and building the structure for a community-based think tank. Phase II involves the following major programmatic and organizational strategic goals: ● Establish a USA-based OK legal entity ● Form a US-based 501c3 legal entity as a funding vehicle ● Setup for Scenario Motion Picture launch in Phase III ● Complete and refine prospectus and organizational budget ● Share prospectus and secure initial investments Phase III – Expansion (2013-2021): Strategic Goals OK’s third implementation phase will focus on expanding both its community-based program and think tank activities. Phase III will involve the following major programmatic and organizational strategic goals: ● Hire on key leadership positions ● Partner with government, business and the third sector to train and orientate 50- 100 volunteers to conduct community-based research in the OK Corral target neighborhoods. ● Conduct a detailed inquiry into each community’s requirements and needs. ● Evaluate Scenario Motion Picture program outcomes, successes, challenges, and lessons learned. Based on learning, develop a follow-up strategy. ● Develop and distribute a publication on the results of the neighborhood research and OK evaluation ● Establish the Earthbag Sound Stage Studio for sustained training and event planning ● Launch the CultureFest event and Fringe USA Summit, reengaging the volunteer event team that was involved in CultureFest in the past