Objective: Multi-cultural, interdisciplinary practice for civic design.

Goal 1: $10,000 in year-one initial investment. Strategy: Measure unmet need with community leaders. Match patient investors with shared vision, values, and consultancy plan.

Goal 2: $10,000 in operating and follow-on revenue. Strategy: Network to 2-year work, talent, technology, resources, and partners.

Goal 3: $15,000 business through direct annual service of 150 hours. Strategy: Develop work, talent, technology, resources, partners, and consultants.

Goal 4: $30,000 sustained business for three years through direct annual service of 300 hours and company of 2. Strategy: Attract, develop and retain staff with complementary strengths.

The founders act across cultures and disciplines, while forming governance and technical structures, policies and tools.

Early planning supports m.Arch moving forward, uniting work and living, and freeing community potential through social inclusion and healthy environments.

Moving from the founder’s home office, the directors are working in places that are central to communities with most potential.

m.Arch links community gifts and vision, through ongoing learning and assessment of fit, to direct program services. Solicited donations and affordable fees fund public engagement, community improvement, and responsible governance.

Movement in m.Arch’s first three years matches the slow, natural pace of new relationships. Strangers discovering potential shoulder-to-shoulder as neighbors, joins planning with what works. Basic in this shared effort is the structuring of ideas and visualizing outcomes.

There is mutuality in m.Arch’s net of practical, spiritual, and financial support, in which people as partners demonstrate value, model behavior, and openly communicate. Programs, planning, and activities grow public capacity and sustain resources. They enable community health broadly, from agreeing on metrics to measuring shared outcomes, with ongoing presence and in steps.

In 2013 the Camp Washington Community Board welcomed m.Arch’s management and technical assistance to start their Urban Farm with neighbors and River City Correctional Center leaders and residents. In 2014 CWCB was able to donate healthy produce to the Churches Active in Northside food pantry. In 2015 CWCB received a $25,000 development grant for CWUF and doubled the cultivation area, now three times that.

In 2014 community contracts set up m.Arch’s fund for those with less of a voice in shaping their environment. Price Hill Will invited m.Arch to help neighbors drive improvements and visualize their ideas for Olden Tot Lot, their top priority in Cincinnati’s Neighborhood Enhancement Program. The open agreement enabled the non-profit to reserve funding for their next phase of work while making the first contribution to this grassroots fund for others.

Across town, neighbor friends hired m.Arch to design their garage, appreciating that some of the fee would add to the voice fund.

In 2015 the CWCB asked m.Arch to design a porch addition in their one-by-one housing program, and accepted m.Arch’s offer of one-fifth of the fund to reduce the cost. Subsequent contracts for university facility planning have restored and grown this fund further.

[refer business flow concepts; IRS Form 1023, IV-VIII]