Jeanie Duncan

(Note: This post is a continuation of Part 1 and Part 2 posted earlier this week)

Implementation: A Strategy-Focused Business Model

Our closest stakeholders and constituents had been a part of the research and discovery process with us along the way, participating in information gathering and report-out sessions. While we had been together through this process, changes were going to be significant, and nothing makes reality more sobering than implementation. The change, while it wasn’t easy, was supported by the voice of our community-at-large.

We rolled out our new plan and its supporting tactics beginning in spring 2009. Most notably, we:

•    Recruited new leadership reflecting the diversity of our community.
•    Formed teams to work on launching advisory groups for Hispanic/Latino, African American, and young adults with the goal of building relationships and engaging people in these sectors. 

•    Opened up our grant investment programs to be more inclusive and flexible and dissolved our prior member-agency model.
•    Targeted key community organizations with which to establish partnerships and relationships: schools, universities and colleges; economic development organizations; faith and neighborhood groups.
•    Established a top priority to seek dedicated alternative revenue streams for the arts, such as tax percentages.
•    Revised our communication plan to tell our new story.

Outcomes: Change Requires Dedication and Perseverance

With implementation underway, what outcomes are evident thus far?

While a few high-level results can be reported, there are two key factors to consider: First, the new model was rolled out in 2009 and only two grant investment cycles have been executed since, so it’s too early to attain broad or conclusive results.

Second, the organization has undergone transition in its top leadership post, with a new President & CEO recently appointed (I left the role in late 2009).

Results thus far:

-    Greater diversity among board and volunteer leadership.
-    Increased number of grant applications received and grant investments made.
-    Varied fundraising results. The new model has attracted a considerable number of new donors. However, there have also been fundraising challenges primarily due to the economic downturn and donor allegiances (among current United Arts Council of Greater Greensboro donors) to discipline-specific agencies and to the UAC’s traditional model of grant-making.
-    Strengthened strategic alliances among community groups aligned with new focus areas.
-    New marketing and branding efforts designed to build awareness.
-    Greater leverage of the arts as a tool for addressing community priorities.
-    Prompted arts organizations and artists to think differently about their product and service design and delivery.

Probably the greatest challenge of all has been implementing a program of such significant change at a time when resources – especially financial – are more stretched and limited than ever, requiring great perseverance to see it through. Yet, while it’s still early in program execution, a lot of positive movement and transition is occurring. Evolution of the United Arts Council of Greater Greensboro model certainly will be an interesting one to observe over time.