Strategic Operational Understanding for National Development System of Sanctuary Bermuda Root Cause Model v20101207 HrH Andrew Williams Jr Texts: +1-424-243-6580 Phone: +1-213-274-3675 Andrew@AndrewNetworks.com SEE: https://andrewnetworks.com https://fb.com/ambassadorwilliams https://LinkedIn.com/in/andrewwilliamsjr https://about.me/hhprinceandrewwilliamsjr

1. 2010-2012 Prospectus
Working Document #1
Unity in the Community, World Vibe
Fighting With Peace, Not For It

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Bermuda’s Tipping Point
By many measures, Bermuda has found itself at a critical juncture both economically and
socially. While our island remains a highly developed and advanced nation, we are 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
island’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 rate of youth violence that has led to
Bermuda having a 2009 per capita murder rate more than five times that of London and higher
than that of New York and the global average. This was also more than eight times that of
Bermuda’s own murder rate in 2003-2004. 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 Bermuda 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. Furthermore, it
marginalized the consensus role of legacy social institutions such as churches, workman’s clubs,
friendly societies and action committees that had endured under segregation. The new political
class promoted a culture of political opportunism that polarized the population, rather than
achieving a genuinely level playing field for all Bermudians.
Over the years, these policies have helped shape a Bermuda that has 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 Bermuda’s disaffected populace.
For example, a highly unpopular education policy called for the introduction of public mega
schools that place a priority on centralization of resources for adolescent students – presumably
to improve occupational and academic outcomes - while avoiding the importance of early
childhood education. The focus on bureaucratic experimentation took away from the capacity of
the education system to identify family crisis points until it was too late.

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Meanwhile, the resulting political battlefield had the effect of disrupting a vibrant culture of local
“ownership” of public education, while also deskilling an entire generation of students whose
social needs were lost during the adaptation process.
Another example was manifested in a criminal justice policy that called for the replacement of
the punitive Casemates prison fort with a more efficient, modern maximum security “corrections
facility” at West Gate. The extreme deprivation at Casemates had the restraining effect of
rationalizing its use as a “weapon of last resort”. But the enthusiasm for West Gate has triggered
a confidence that all “corrections” can be concentrated in one building which has thereby
accelerated the culture of criminalization – not rehabilitation.
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, Bermuda will need a stable, permanent, neutral and qualified
institution that incorporates all the relevant perspectives dealing with social cohesion.
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 gun
violence - 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 Bermuda’s
systemic issues.
While Bermuda’s challenges are great at this juncture, our island’s possibilities are equally
profound. Our population’s small size, close geography and social connectivity give us an
unparalleled opportunity to make a nationwide impact at all levels of the community. Bermuda
has shown repeatedly shown its capacity for innovation by developing world-leading maritime,
tourism and reinsurance industries. Our community only need realign itself and firmly establish
new priorities in order to make an even larger impact in the social and community sectors.
The SANCTUM Vision and Mission
SANCTUM is a community-based service and think tank organization that is actively working
towards a Bermuda 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 tourism, insurance and other key
industries

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 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.
While a community-wide collaboration will be necessary to move Bermuda 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
Bermuda, SANCTUM will execute the following mission:
SANCTUM is a non-profit corporation that is creating greater social cohesion across Bermuda by
promoting the values of unity in the community and fighting with peace, not for it. SANCTUM is
conducting a combination of community-based programmes, 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.
SANCTUM Social Impact Model
SANCTUM’s leadership team members have accumulated experience through more than thirty
years developing deep community relationships throughout all economic, racial, class segments
of the Bermuda community. This process has involved direct diplomacy with business leaders,
government officials, and hardcore constituencies that have historically been most affected by
social violence. SANCTUM team members have spent years immersed in both neighborhoods
and in corporate board rooms, 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 SANCTUM’s
work. As shown in the diagram below, SANCTUM’s social impact model builds upon this
foundation using two integral components: a set of community-based programmes, and a
community-based think tank.

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Through its community network and activities, SANCTUM fundamentally acts as a hub between
Bermuda’s major stakeholder groups, functioning as a translator, interpreter, and representative
for contrasting – but potentially convergent - points of view.
SANCTUM’s community-based programmes leverage its established network to deliver targeted
interventions directly within the community. Besides their direct effects, these programmes will
also help to further broaden and strengthen the SANCTUM network of relationships, increase the
organisation’s direct expertise in community issues, and help create an environment that is
conducive to follow-on work. These benefits of the programme 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 programmes 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 SANCTUM’s social impact model are described below.
1. Community-Based Programmes
SANCTUM’s community-based programming includes its signature Sounds of Sanctuary
programme, Adopt a Hood, and unifying events. These programmes are built upon community
good will and relationships that SANCTUM has developed over time, allowing these
programmes to happen with community collaboration and co-ownership. Because of this close
link, the portfolio of community-based programmes will undergo continuous iteration, learning,
and improvement to meet shifting community needs as current programmes are strengthened and
either expanded or transitioned and new ones are developed.
Bermuda Community + Grassroots Neighborhoods
SANCTUM Network
Adopt a Hood
Community-Based Programmes
Community-Based
Think Tank
Bermuda Social &
Economic Policies
Sounds of
Sanctuary
SANCTUM
Social
Impact
Model
Corporate
Sector
Unifying
Events

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Sounds of Sanctuary (SoS). The primary objectives of SoS are to soften the reactionary
relationship between government and Bermuda’s volatile neighborhoods, increase social
harmony, strengthen positive demeanor among the community, and build a local environment
that is conducive to follow-up interventions. Also, crucially, such neighborhood development
will help to integrate the grassroots voice of each area into national research and policies. 14
specific neighborhoods across the island have been identified as being more prone to violence -
these areas such as Middletown, 42nd
street, Parkside, and White Hill are too often forgotten
about, ignored, or deliberately avoided, thus leaving local community residents alone to deal
with their own challenges. Too often, this manifests itself as the increased violence that Bermuda
has been observing.
SoS is a targeted programme that strategically enters these challenged areas based on a
neighborhood schematic provided by the Parliamentary Registrar. The schematic is used to learn
about the individual neighborhood residents and pinpoint hot houses and sources of volatility.
While walking into these areas and being readily accepted can be a challenge for many
stakeholders on the island, SoS allows the SANCTUM team to do so by catering to the local
music interests, a fundamental component of local culture and dynamics. This is done by
aligning with the local sound voice - the entertainers - who tend to be close to volatile sources, to
co-develop local community events. For example the first SoS event is a block party in the White
Hill neighborhood planned with Touchstone Studio, which has relationships with all of the youth
in the area.
As a testament to SoS’ potential, in June, 2010 the programme secured the official endorsement
and initial financial support of the Ministry of National Security.
Adopt a Hood. If SoS is SANCTUM’s direct community-based method, Adopt a Hood provides
a complementary program to form a critical link between Bermuda’s challenged neighborhoods
and its business community. As SoS establishes itself within the 14 violence-prone
neighborhoods, Adopt a Hood will provide a means for business entities in Bermuda to “adopt” a
particular area as a sponsor. Business entities can include both local and international, and small
to large businesses. Sponsoring businesses will provide both financial and in-kind resources to
support the operation of SoS and other locally based youth and community development
programs. The value of Adopt a Hood extends beyond the transfer of resources, and is ultimately
focused on strengthening trust and relationships between Bermuda’s corporate community and
its challenged neighborhood residents.
Unifying Events. SANCTUM’s first signature unifying event will be a revival of CultureFest,
which had achieved institutional status in Bermuda in the past. CultureFest will provide a central
gathering place for the entire Bermuda community to come together and experience and further
absorb the values of unity in the community and fighting with peace, not for it. The event will not
function as a standalone or one-off event, but rather as a key component of the overall
SANCTUM 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 Bermuda’s
society.

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An important element of CultureFest will be the first Bermuda Summit, a venue for key
stakeholders across sectors and at all levels of the Bermuda community to engage in
collaborative discussion and problem solving. Designed along similar lines as the G7 summit on
the economy, this session will help to fight silos among sectors and among industries.
Together, SoS, Adopt a Hood, and the unifying events will help to facilitate a direct encounter
between Bermuda’s highest socio-economic echelons and its most challenged grassroots
communities. The community-based programmes together form a vehicle for conversation and
discussion between all segments of society. The work of these programmes will directly support
the work of a community-based think tank, described below.
2. Community-Based Think Tank
Building upon its community-based programmes, SANCTUM’s community-based think tank
will focus on affecting improvements in Bermuda’s critical social and economic policies,
especially those affecting the challenges of young black males.
The establishment of a new, independent think tank in Bermuda 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 Bermuda, the SANCTUM 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 SANCTUM 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.

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SANCTUM 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.
 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 Bermuda’s various community segments.
Potential additional activities include the interpretation of key social policies, organising
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 Bermuda
context.
Community Impact of the SANCTUM Model
SANCTUM’s overarching goal for impact in the community is to create greater social cohesion
and less polarization between the major segments of Bermuda’s society, including socio-
economic groups, racial groups, and political parties. As Bermuda 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, SANCTUM will track
and report on the following indicators of its programme performance and community impact.
Areas of Work Programme Performance Community Impact
Sounds of
Sanctuary
 Community events held (#)
 Event participation (#)
 Reduced conflict and violence
 Increased collaboration between volatile
neighborhoods and external stakeholders
Adopt a Hood  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
Think Tank  Volunteer researchers trained (#)
 Convenings held (#)
 Convening participation (#)
 Community issue data generated
 Stronger social and economic policies
addressing Bermuda community needs

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Team and Governance
The SANCTUM 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 - Duvall Spencer. Duvall Spencer is a self-taught, visionary artist who
uses his passion for woodcarving and storytelling to inspire excellence in team based
environments. Duvall has experimented with a range of organizations and technologies
over the past 20 years to enable social rehabilitation through the creative arts. His early
interest in sculpting the physical iconography of Gombey dance was rewarded with a
series of special commissions for the Cabinet Office, Government House and the Pequot
Museum in Connecticut. He invested directly in the inception of the alternatives to
incarceration with a focus on programs that nurture the emotional sensitivity of ex-
inmates. Duvall's executive impact has been shaped by his direct advocacy of tolerance
and integrity on the frontline of the collaboration between philanthropy and the corporate
sector. In 2006, he was selected to undergo the appreciative inquiry training that opened
the door to direct representation of "hardcore" interests in the third sector. Since that
time, Duvall has embraced the evolving discipline of social entrpreneurship to launch a
merchandising franchise called KatKing Productions that channels the dominant street
culture of "conspicuous consumption" into sustainable forms of "conspicuous
transformation".
 Programme & Community Director - Eugene Dean. Eugene Dean is a life-long
community activist who has applied his trouble-shooting skills in computer science to the
physical infrastructure of social enterprise. Starting in the fields of dietary and
complementary healthcare and ranging into alternative energy and holistic development,
Eugene uses the creative license of the entertainment technology industry to literally
connect the "public interest" with the "public square". As the founder of the Emperial
Group, Eugene created an umbrella concept of service based on "meeting the needs of the
people". He has also undertaken the management of Spanish Town Entertainment to
ensure that the community has access to affordable entertainment infrastructure for live
events. Most recently, in the name of StarTime Productions, he has directed the
Moonlight Movie Series in order to showcase how family orientated events can be staged
at non-conventional locations around the island. Throughout this process of trouble-
shooting, Eugene has evolved as a trusted, reliable and accessible presence in the often
uncertain arena of event promotion. He brings this same skillset to the emerging
requirements of the third sector.
 Supporting Manager - Gladwyn Simmons. As a self-described "rebel youth", Gladwyn
Shirley Simmons is used to being misunderstood. For nearly 30 years, Gladwyn has
always managed to find himself at the epicentre of social opportunity in Bermuda's
gradual evolution towards responsible self-governance.

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These events have included masterminding Bermuda's only general strike in 1981,
championing the anti-apartheid movement, promoting reggae and dancehall music in the
face of political hostility, mentoring disaffected youth, and supporting the referendum on
independence. In 1998 he spearheaded the campaign to elect Bermuda's first grassroots
government by promoting voter registration in historically marginalized constituencies.
He subsequently pioneered Bermuda’s participation in the UN’s World Conference
Against Racism in 2001 and successfully mobilized leading reggae music promoters and
artists in Bermuda, Jamaica and the US to embrace the campaign for global peace and
tolerance. Throughout this time Gladwyn has pioneered the use of the collaborative arts
and technology - (CAT) - cluster techniques that are now the development backbone of
the House of Menelik. These techniques are crystallized by his role as executive producer
of a television documentary entitled The Birth of a Trust: Our Cultural Identity and as
promoter of the world’s first live internet webcast of a reggae concert, featuring Bunny
Wailer, in 2000. Since 2001, Gladwyn has played a leading role in using philanthropy
and social networking to connect the disconnected. In 2006, he formed a unique
relationship with the Bermuda Centre on Philanthropy to represent the development goals
of the cultural community.
 Supporting Manager - Corin Smith. Corin Smith is a non-practising attorney who was
called to the Bermuda Bar in 1997. Corin left the profession in 2000 to pursue his interest
in emerging markets for internet technology and social enterprise. Corin's commitment to
research and development was formed during the conduct of his undergraduate studies at
Queen's University in Ontario, Canada. His 1989 thesis, entitled "Black and Blue: The
Color and Content of Race and Class in Bermuda" exposed him to the lack of qualified
academic resources covering the island's recent social history. Corin has spent the past 20
years organising at a grassroots and political activist level for truth and reconciliation of
the lingering grievances associated with colonialism, slavery and segregation.
To broaden its team and knowledge capacity beyond the leadership team core members,
SANCTUM has also developed a global neighborhood network. This network connects
SANCTUM with a range of community leaders who are addressing issues similar to Bermuda’s
in other jurisdictions, particularly the US, UK, and the Cayman Islands. While SANCTUM’s
organisational focus remains on Bermuda, the international relationships provide access to
critical third-party knowledge, experience, and funding sources.
 Andrew Williams Jr. Andrew Williams Jr is a veteran advertising, sales and marketing
executive based in Beverly Hills, California. His company, P.A.R. Referral Network,
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 Facebook Embassy 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 Bermuda with leading edge
developments in policy, academia, sports, technology, and entertainment.

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Implementation Strategy and Goals
After having spent the past twenty years building a solid community base, SANCTUM is
currently formalizing as an organisation in its second phase of implementation. The phases and
major goals of SANCTUM’s implementation strategy are described below.
Phase I – Community Base Building (1980 – 2008)
The work to develop SANCTUM has been years in the making, with the core leadership team
developing strong relationships across the Bermuda community as individual leaders and as
members of multiple organisations. This work led to the development of a community network
which formed the critical base for SANCTUM to begin its second phase of establishing itself as
a formal organization.
Phase II – Organisation Development & Programme Launch (2009-2010): Strategic Goals
Beginning in 2009, the leadership team members and the various elements of SANCTUM began
coming together to develop a formal organisation around its decades of community-building
work. Lasting through the end of 2010, this second phase is focused on setting up SANCTUM’s
initial programme and organizational infrastructure. A particular focus will be launching and
stabilizing the community-based programmes, and building the structure for a community-based
think tank. Phase II involves the following major programmatic and organisational strategic
goals:
 Establish a Bermuda-based SANCTUM legal entity
 Form a US-based 501c3 legal entity as a funding vehicle
 Setup for Sounds of Sanctuary launch in Phase III
 Complete and refine prospectus and organisational budget
 Share prospectus and secure initial investments
Phase III – Expansion (2011-2012): Strategic Goals
SANCTUM’s third implementation phase will focus on expanding both its community-based
programme and think tank activities. Phase III will involve the following major programmatic
and organisational strategic goals:
 Launch and complete the 40-week pilot run of the Sounds of Sanctuary programme in all
14 target neighborhoods, running an event in each neighborhood every two weeks
 Hire on key leadership positions
SANCTUM Implementation Strategy
Phase I: Community Base
Building
1980 - 2008
Phase II: Organisation Development
& Programme Launch
2009 - 2010
Phase III: Expansion
2011 - 2012

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 Partner with government, business and the third sector to train and orientate 50-100
volunteers to conduct community-based research in the Sounds of Sanctuary target
neighborhoods.
 Conduct a detailed inquiry into each community’s requirements and needs.
 Evaluate Sounds of Sanctuary programme 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
Sounds of Sanctuary evaluation
 Establish the House of Menelik Cultureplex super-tent for sustained training and event
planning
 Launch the CultureFest event and Bermuda Summit, reengaging the volunteer event team
that was involved in CultureFest in the past
Financial Sustainability
As a long-standing volunteer entity that is transitioning to an official organisation, SANCTUM
plans to build and formalize its programme and organisational capacity over the next two years.
To do this, SANCTUM aims for an operational budget of $462,885 and $572,366 in its first and
second years of operation, respectively. While this represents a significant and rapid budget
increase in terms of a volunteer organisation, SANCTUM will be building off the infrastructure
of an existing group of private businesses within the network.
SANCTUM’s model for financial sustainability will rely upon a strategic mix of earned revenue
and philanthropic investments from foundations, government and individuals. The projected mix
of revenue from these sources is shown in the chart below. A separate events of budget for
running CultureFest and the Bermuda Summit is projected at $800,000 for each year.
Based on the level of already committed and highly likely funding from government and private
business, SANCTUM will require an upfront first-year investment of $62,885 in order to meet its
2011 budget.

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Two-Year Financial Projections
A summary of SANCTUM’s financial projections, based on achieving its future strategic goals,
are shown in the table below. Due to the projected scale of the planned unifying events, the
events financials are included as a separate entry.
Sanctum Financial Projections 2011 2012
Operational Revenue 481,500 606,500
Operational Expenses 462,885 572,366
Net Surplus (Loss) $18,615 $34,134
Events Revenue 800,000 800,000
Events Expenses 800,000 800,000
Events Net Surplus (Loss) $0 $0
Total Net Surplus (Loss) $18,615 $34,134
HrH Andrew Williams Jr
Texts: +1-424-243-6580
Phone: +1-213-274-3675
Andrew@AndrewNetworks.com
SEE: https://andrewnetworks.com
https://fb.com/ambassadorwilliams
https://LinkedIn.com/in/andrewwilliamsjr
https://about.me/hhprinceandrewwilliamsjr