Implementing New Programs

in the Time of COVID-19

Erin Mcclarty, PLLC

 TABLE OF

CONTENTS

Planning versus Framing

12
Organizing: Governance & Management
Structures
14
Revenue Generation
19
Forms of Engagement
22
Before You Go
23

 Introduction

Hello there!
As you read through this short-ish paper, there are a few things to keep in mind.

First, there is no template to creating impact. Instinctively, we know this. Still, it helps to have a reminder.
Next, as you read through this paper certain parts may rub you the wrong way. There may be a feeling of
"resistance.”

Good!
Note when this happens and think about what comes up for you. Did something you read contradict a long held
belief of yours? If so, might it be worthwhile to revisit that belief? Is it a matter of different perspectives?
What’s important is not so much finding answers but noting where we act or respond unconsciously and learning to
do our work differently; with more intention.
An introduction to something new creates friction. From that friction, we may feel resistance. Whether you agree or
disagree, all of this is good information. As a good friend of mine says, "Everything ain't for everyone." So take
what works for you and leave the rest.

One last thing, and this is important. Remember, you’re the expert here. Sure, we—practitioners--have expertise
in certain areas and some of us have more expertise in areas than others.

Implementing New Programs in the Time of COVID-19 3

 Still, never defer entirely to what anyone says on anything when you and your organization are the ones on the
ground doing the work. Always feel free to question, and that’s no different here. I understand that the specifics
of each project, program, and initiative are different and you’ll be the subject matter expert for the type of
work you’re doing.
What Exactly Is It You Do?
With all of that said, you may wonder what I do.
Well, I connect the dots for clients. I’m a dot-connector.
Clients come in with ideas for a new program, business
initiative, business, or other positive impact project and
I help them develop the vision so we can translate it
into a structure that I help them architect and bring to
life to change lives for the better. This involves a
number of steps like conversations on mission, more
conversations on mission, coming up with an impact
blueprint, community engagement, legal formation,
setting up compliance, and ends with helping clients
plant the vision while growing the vision with project
management, legal support, or strategy.
It’s pretty fun.
It’s also taken many, many years to learn how to
communicate what I do in under ten minutes. Especially
when it comes to one of my favorite parts--putting
together new programs.
Implementing New Programs in the Time of COVID-19 4
What Does This Look Like?
The type of work I do manifests in all kinds of ways. It
can be helping a nonprofit develop and incorporate a
new incubator to encourage new ideas. Working with a
community on an economic development and strategic
plan for a cultural arts district. Working with a startup
to develop an online village of resources and new
lending opportunities for entrepreneurs of color. Or
working with an existing business to pivot its operations
into something that is more equitable, more inclusive,
and more impactful.
I come in as the outside perspective. I have just as much
passion as the clients I work with, without the connection
or attachment to what they are doing. A little
detachment is important because the bigger the
investment and connection to a program, the bigger the
blinders. Not necessarily bad, it’s just human nature. But
when we’re not aware of subconscious reactions we can
filter information, filter feedback, skip steps and focus
on specific outcomes instead of looking for cues or cool
opportunities.
Then, there’s this other aspect of human nature that trips
program implementation. It’s one I often work with
clients on. We don’t like doing sucky work.
What constitutes as “sucky work” will depend on the
person and their personality. However, how this reality
translates is universal.
We spend most of our time on the fun bits we enjoy
and procrastinate, skim through, or completely skip the
non-sexy bits. The bits that make us anxious, annoyed,
or nauseous. For me, this includes anything in Excel.
Don’t even get me started on a pivot table.
To work around this, I help clients develop processes,
structures, initiatives, teams, etc. that speak to their
passion and vision. Doing so doesn’t always get rid of
the “sucky” bits, but it does help reframe this work to
make it more enjoyable.

 So, What Can I Expect From This
Whitepaper?
Though there isn’t a template for implementing new
projects, programs, or initiatives I want to share parts of
the process I work through when putting new programs
together. Some parts find their roots in best practice,
others are hard learned lessons from the field.
You may be looking for new ideas.
You might be rethinking what re-engagement looks like
for you during COVID.
You may want to see what others are doing.
Or, this may be your first time putting a new program,
project, or initiative in place.
Add to this the overwhelm of having to do this work in an
uncertain environment, and still trying to manage
operations?
Well, implementing programs can be tough.
As you construct—or reconstruct—your projects,
programs or initiatives I offer perspectives on the process
and things to keep in mind as you’re building.
Implementing New Programs in the Time of COVID-19 5
Several topics I will talk about are:
− How to set your projects, programs, and initiatives
up for the most success—as defined by you.
− Preparing for the natural cycles of putting new
programs and initiatives in place.
− Organically planting programs so residents and
community members not only take ownership, but
come into an agency that allows them to take it
over and make it their own.
− Organizing projects, programs, and initiatives in
such a way as to create clear accountability and
movement while allowing for flexibility and
discovery.
−
− I’m always looking to learn and dialogue. Once
you’ve had a chance to work through it, don’t
hesitate to reach out.
Erin Mcclarty

 Plant New Programs That Create

Agency

I use the term, “plant” here intentionally. Don’t create programs that simply sit on the
surface of a community, create programs that take roots within them.

The most sincere organizations can fall suspect to imposing programs where there isn’t a community
need, a community desire, or connection to a community’s reality. This happens for a number of reasons.
One is an organization’s desire to appease funders who have rigid, misguided agendas. Disconnection
can also happen when organizations take its fingers off of the community’s pulse and miss a trend or
sign.

Don’t misunderstand, program that create awareness, education, and support for the community—or its
beneficiaries—is important. And, for lasting positive impact it’s essential to plant programs so they
grow roots as the community or beneficiary takes ownership. There are a few way to help this seeding
process along.

1. Prioritize Community Development and

Community Services
Sometimes, there are programs where the
community is clear on what’s in it for them and
how they benefit. Projects with short-term
outcomes, for example, make it easier for
people to see benefits more easily, and more
tangibly. Being able to quickly identify
benefits can help with incentivizing the
community participate or assist. A food drive
or a clothing collection falls into this bucket.
But sometimes, there are programs where the
community benefit has more nuance and
complexity. Often, these projects have longer
timelines before positive outcomes and benefits
start to reveal themselves. Or, these projects
require more input and engagement from the
community to yield positive outcomes and
benefits. Creative place-keeping 1 and
economic development projects fall into this
bucket because the benefits may not be
immediately apparent; especially for those in
or close to crisis.
Regardless of whether a benefit is immediately
apparent or not, planting a program requires
holistic development of the community before,
during, and after implementation of a project,
program or initiative. What do I mean by
development? Think of this as prepping the
Implementing New Programs in the Time of COVID-19 6
soil. Development can be rolling out initiatives
that include cultivation of the community’s
awareness, understanding, capacity, and
resources. At the same time, stabilizing other
crisis that exist in the community such as housing
insecurity, food insecurity, violence, abuse, or
disparaging internal narratives.
Holistic development is important regardless of
the topic. Whether it’s a cavity reduction
program, or supplementing existing creative
arts, holistic community development is
important in either because we have to
remember we’re working with whole beings,
that have whole, complex lives and,
consequently, whole, complex problems.
For example, asking a child to sit still and
draw in an after-school arts program for an
hour—when she hasn’t eaten for six hours—
hinders her receptivity of the experience and
your outcomes. Rolling out a mobile dentist
practice when the community has negative
narratives around collective health, or is
housing transient, may meet the same
challenges with receptivity, engagement, and
use.

 The relevancy, and impact, of your program
will depend on the environment you introduce it
too. It benefits you, and your target
beneficiaries, to prep the environment. Make
value-add and benefits to the community more
apparent by making interventions more
holistically concerned in such a way that the
intervention is convenient, removes barriers,
and takes into account the beneficiary’s other
challenges. We have to take program
development and implementation out of the
bubble and develop programs within the
bigger picture of someone’s life and
experience.
For example, I can explain to parents that
after-school art programs help with brain
development, motor skills, social skills, and
behavior. All great benefits. Still, there are
those who will understandably wonder how art
gets food on the table, or supplements the
family’s annual income of $32,000 (that’s little
over $600 a week or $2,600 a month for four
people). If I take this approach, they may
2. Put Up the Frame
I like to think of program building as being
similar to the process of house building. There
is the foundation prep, and then there is laying
the foundation.
From an analogy standpoint, the foundation
work in a home is similar to the “foundational”
work of developing a mission and vision for a
program.
Note, I don’t rely on the organization’s mission
and vision alone. When it comes to consensus-
building, prioritizing, making decisions, and
implementation I find it is super important there
be a mission and vision for each individual
program, informed by the organization’s larger
mission and vision.
To help inform the mission and vision work,
t h ro u g h o u t p l a n n i n g, i m p l e m e n t a t i o n ,
engagement, and decision-making stakeholders
have to identify the North Star.
Speaking of, when it comes to the vision it’s
important to ask, “What does this community
look like and feel like when our program
finishes its work?”
Implementing New Programs in the Time of COVID-19 7
experience this as “art for art sake” and that
may feel like a luxury they can’t afford. In
these instances, I look for opportunities to wrap
what I’m doing into larger interventions. Is there
an opportunity to work with the local health
provider and integrate art while people are
waiting for health treatments? Do I work with
the local food pantry where kids draw the
foods they want to try and have a garden
share and snacks waiting for them? Do I find a
partner to host a gallery exhibit where pieces
developed by children are presented for
purchase, or develop paid apprenticeships? In
these instances, I look at art as a vehicle to a
larger picture of health, security, and
expression.
Each time I do this, I see the community
acknowledge the client’s organization hasn’t
forgotten them and show curiosity around the
new approach. However, these encounters
make it clear that community development and
community services must go hand and hand, if
not serve as a top priority.
The mission statement encapsulates this vision,
in a broader form. From reading the program’s
mission statement, it must be clear what the
program aims to do. At any moment, can you
look to this statement to determine whether
your actions or results are getting you closer or
further away?
Next, finish out the foundation by deciding on
the objectives of the program. Often, an
organization can mistaken an objective for the
mission and vision. This is why it’s so important
to write those out separately. The program’s
ultimate goal—or mission—is what leads you
closer to realizing the organization’s mission.
Creating awareness is not a mission. Creating
awareness is an objective.
To help get the juices flowing as you develop
your objectives list, here are a few sample
objectives loosely based on a study by
Amanda Ashley:
1. Attracting visitors
2. Creative Productions

 3. Branding
4. Education
5. Community Development
6. Consumption
7. Preservation
8. Entrepreneurship and
Innovation
9. Social Equity
10. Regeneration
Other objectives might be “serve as a network
for the exchange of ideas” or, “work to
improve the public realm.”
The objective(s) will become more evident once
discussions on mission and vision take place.
Talking through a program’s themes, motifs,
and narrative (more below) will make the
objective(s) even clearer.
Take care when developing the missions
statement to root the higher aspirations and
vision of the organization to its actions.
Whereas the mission statement starts with a
higher level summary of its purpose, it will then
lead into how the organization will create
change and what the community looks like once
the change takes place, the objective
addresses the “how” to last piece what does
the community look like once the change takes
place. A high level summation of the
objective(s) forming the last part of the
program’s mission statement helps to root the
mission statement as well as elucidate what the
program will use to get there. A great
framework to work off of is the “Why, how,
what” in Simon Sinek’s “Find Your Way.”
3. Make Story-Telling of Primary Importance
In my experience, a community will often center
its present-day narrative on its illustrious past.
This is especially the case for communities of
Implementing New Programs in the Time of COVID-19 8
Before closing out this section, let’s start looking
at the “walls”; putting up the “2X4’s" and the
“drywall” in our program building. The
programmatic equivalent of walls is our values.
Values are what help hold the mission and
vision up and keep the mission and vision intact.
In our programs we work with people, and
people aren’t necessarily driven by logic or
rationale. People are driven by values and
stories—whether consciously or unconsciously.
Early on in the ideation and development
phase of a project, take the time to understand
the values of the community you’re in. Then, use
the community’s values to find and declare
your own values. This process of discovery and
brainstorming helps to align the organization
and its program with the community. By
alignment, I mean expectations, messaging.
community engagement, governance, decision-
making, service providers, grants, etc.
At, or around, the same time as identifying
values also identify motifs and themes unique
to the community. By Identifying, rooting in and
consistently talking about the values, motifs,
and themes of the community you are making a
conscious decision to reconnect to the agency
and power of community members. You taking
the lead on value, theme, and motif work
allows each program to seed, germinate, and
grow into something organic, native, intentional,
and authentic to the community.
To this end, motifs and themes will guide
community highlights, celebrations, and
conversations. It’s these values, stories, themes,
and motifs that—firmly built on your
foundational structure of of mission and vision)
— w i l l s u p p o r t yo u r p ro g ra m . T h e s e
components give your program strength,
resilience, and depth.
color under which there has been disinvestment
for the last several years.

 Hearing these stories of a formidable past can
be incredibly power. Yet, focusing on the past
has unintended consequences. It can detach
community elders from accountability for
current day realities, isolate younger
populations that don’t identify with the past,
and/or reinforce a sense that things will never
change.I’ve also noticed a focus on the past
can limit creativity.
New programming presents an opportunity to
shift narrative; encouraging a community to use
its history less as a backdrop for explaining
and negating current conditions and more as a
context around its existing vision, resilience, and
vibrancy.
Case in point. A program can talk about how a
community was economically and culturally
thriving until a major event or disinvestment
several decades ago. Or, a program can
acknowledge the thriving past, acknowledge
disinvestment and negative events, as well as
reframe the community’s journey as a story that
testifies to the commitment, resiliency, and
richness that will embody its new programming.
After all, the community still exists today; albeit
differently.
But, I’ve jumped ahead of myself. If it isn’t
already clear, I wholeheartedly believe
programs must tell stories. THEY MUST TELL
STORIES. Story is how we empathize, digest
information, bond—or fracture—and take
action. Through stories, a program creates
space for people to ask, “What do we want to
tell people about our community five or ten years
from now?”
Communicating story is an art. Different
occasions will call for different stories. There
can also be opportunities to present stories in
different ways for different purposes. However,
whatever the story is it must honor the triumphs,
failures, challenges, and the people. More
importantly, the story must come from the
community and not those who choose to speak
on its behalf.
In story-telling, resist the urge to polish and
focus on unearthing. Too often, programs
“Disney-fy” a community’s history by ignoring
events, people, or realities not socially
acceptable or desirable to individuals or
Implementing New Programs in the Time of COVID-19 9
institutions outside of the community. There is an
inclination to filter out certain stories in of
others. Tell a broad spectrum of stories. It’s
important your program’s stories cause
comm unity members to feel inclusion,
acceptance, belonging, and collectively
envision what the future looks like for them.
Remember, while story-telling is an opportunity
to bond and create trust it’s also an
opportunity to break trust and create schisms.
Filtering out or ignoring stories can quickly
lead to disaster.
A Note on Story-Collecting
Story-telling requires intentional and
methodical story-collecting. However,
community’s conditions can present dangers
to story-collecting. Photographs, writings,
and other memories continue to be lost in
tax-seized homes, decaying home
conditions, and environmental disasters.
The importance of integrating story
collection into program engagement,
governance, and implementation can’t be
overstated. While collecting stories, there
are opportunities to talk about new
programs, promote new programs, get
feedback, acknowledge, build trust, build
relationships, and create rich texture to a
program. Story collection is what shows
beneficiaries they’re at the center of the
work. Story collection is what allows
everyone to see similarities, while
celebrating the differences. Story collection
is what makes a program authentic and
unique.
Case-Study: In the Community
Engagement for Main Street
Transformation study, one tool for story
collection was the set-up of video booths
throughout the community to allow
members to tell stories in their language,
including what they loved in the
community.2
I prioritize finding partners that benefit
from, and can help capture, stories as I
collect them. This can be library systems,

 university archives, museum archives, civic
organizations, etc. It’s especially helpful
when a partner has the capacity to record,
save, and archive photos or oral stories.
Don’t forget, story collection isn’t frilly…it’s
4. Choose A Stabilization Model
W h e n a p ro g ra m i n vo l ve s e c o n o m i c
development in a disinvested community, or a
community with poverty rates more than thirty
percent of the total population, community
stabilization becomes a top three concern. As a
program yields positive results, displacement
becomes a serious concern.
What do I mean when I say economic
development? I’m referring to anything that
improves the local economy and financial
picture of the community. Opening up
restaurants and cafes to bring in customers
from outside the community is one example.
Creating cultural or innovation districts is
another. Or, buying and renovating property
to help with blight and pride would be another.
Case Study: The Gordon Square Arts District
involved a joint capital campaign among three
theatre companies for a new theatre space to
anchor the District. There was a lag in interest
with the area, which only began picking up after
word started to spread. However, the partners in
this District thought ahead and a Community
Development Organization owned a significant
number of properties in the District. This meant it
had the discretion of choosing tenants—
favoring BIPOC and small business—as well as
offer subsidized leasing. Most prominent were
the initiatives to convert single room occupancy
hotels into mixed-use units, creating supportive
housing with wrap-around services such as
psychiatric and drug services, resident patrol,
5. Create an Ecosystem
How a program takes root, and grows, within a
community correlates to how well the program
establishes a, or works within an existing,
c o l l a b o r a t i ve e c o s y s t e m . C o m m u n i t y
Implementing New Programs in the Time of COVID-19 10
a data point. In the stories you collect will
be rich data points as well as direction on
what data is most relevant for your
purposes.
and a community Responsibility Fund. Among
many uses, the Responsibility Fund ensures
residents stay in the area by, for example,
covering tax increases for individual families.
Suffice it to say, studies find this District is one of
the few that actively and intentionally manages
gentrification and displacement. As a result of its
heavy investment into the community, the District
was able to build trust among its residents and
assuage concerns.3
Similar to the case-study, if program
administrators wait until positive results start to
show it’s almost always too late. From the
outset, there must be mechanisms put in place
to ensure those we are trying to help can stick
around once things start to shift. Tax breaks
and incentives, dedicated funds, subsidization
programs, programs preferential to locals, and
patient capital programs are all solutions that
can build on one another.
The best solution will be a mix of several
different solutions that speak to the needs,
history, desires, and culture of the communities
you work in. As you build relationships,
research, collect stories, and meet with the
community the most appropriate mix will
become more apparent. Make sure solutions
jive with the community, not just plucked from a
case-study. It’s also important to have fail-safe
collection points and feedback loops that
assess how certain solutions are working versus.
others and whether they’re working at all.
ecosystems can include residents, history
holders, service organizations, businesses,
entrepreneurs, creative industries, academic

 institutions, government players, and other
stakeholders local to the area.
The focus of an ecosystem is not on creating an
ideal or celebrity mix, but cultivating a
favorable and fertile environment that allows
resources, use, adoption, capital, and impact to
grow in whatever way is most appropriate for
the work being done in the community. An
ecosystem also supports the development of
hubs that allow for sporadic and catalyzing
connections and resource sharing. This is how
new imaginative approaches come to light and
new ground is broken.
N ow, d e ve l o p i n g, o r s u p p o r t i n g t h e
formalization of, an ecosystem ain’t easy.
Ecosystems require we take a more inclusive,
nuanced, and systemic approach. Ecosystems
also require we become adept in conflict
resolution, patience, and meditation. But again,
ownership comes with people see something as
theirs. There is no better way for this to happen
than to create a community of peers.
In terms of where to task ecosystems, I believe
they must appear in every step. Not only does
the ecosystem help with design, and some of
the other tasks outlined above, but ecosystems
create a regenerative pool for other needs.
From a larger ecosystem, you can develop
smaller ecosystems for committees, boards,
feedback groups, and grants panels.

Takeaway
Sometimes a program, no matter how much effort is put in, just doesn’t catch with a community. This isn’t
necessarily a “failure” so much as it is information. An aspect of the program may not resonate. For
example, more intimate and trust building events may resonate more than large fairs. Or, the challenge
can be something as nuanced as the messaging, or pictures used in marketing.
Creating programs that grow roots requires we constantly gather information, tweak, and adjust as we
go along. Developing a program with roots may not necessitate a program, project, or initiative
forever stay in its current iteration. To create roots may require a program continuously evolve, cycle, or
spin-off.
Reciprocally, we may start a program that does incredibly well for years and starts to fizzle out. This
too is information. Realignment may be necessary. Or, the program may have served its purpose.
Either way, when look at solving systemic challenges from a place of longevity we can be more
sensitive of, and responsive to, the information we gather in the process. Longevity not just in the
project, but in the impact we want to have in the community.

Implementing New Programs in the Time of COVID-19 11

 Planning versus Framing
An overabundance of caution is taken on planning. Thing is, did you plan
for a worldwide viral epidemic this year?
Probably not.
To be clear, I’m not advocating organizations
throw caution to the wind. But, organizations
can over rely on plans and planning in a way
that creates a false sense of comfort. Even
contingency plans require we know all of the
contingencies to plan around. Sound a bit
much? It is.
What I advocate for are frameworks. With
frameworks there isn’t a reliance on details so
much as on getting a basic infrastructure in
place. It’s similar to jazz. If you have a general
foundation, but leave room for riffing in
between, you come out with something
beautiful and organic in the end.
As you read through this document, resist the
urge to see my suggestions as a check list. Get
a sense of the foundational pieces—the
headers for the most part—but leave yourself
space for riffing. Embrace experimentation.
Key to developing frameworks for our projects,
programs, or initiatives is to ask ourselves a
few fundamental questions. These are what I
call “North Star” questions that allow us to
keep direction without falling victim to the need
for certainty or specificity. For example, why is
the organization doing the project or initiative?
What’s the underlying purpose of the project,
p ro g ra m , o r i n i t i a t i ve ? W h a t i s t h e
organization hoping to accomplish, and how do
the vehicles or approaches chosen do that?
Many of these questions will come up in the
process of developing the mission and vision
for a project that I discuss above. This may
happen in parallel or one may come sooner.
There is no right way, just make certain there is
alignment.
It’s important to understand the answers to
these questions because when something
unexpected happens that requires a pivot,
clarity on the North Star questions allows you
to shift in a way that is still in alignment with
the essence of what you’re trying to
Implementing New Programs in the Time of COVID-19 12
accomplish. Even more important, because
you’re not beholden to specific plans, you have
the license and freedom to brainstorm other
ways to accomplish your original goal that may
not have been seen or appropriate before.
Whereas with a plan, I’ve seen time and again
clients get stuck or blocked by what they’re no
longer able to do. They’ve anchored so much in
the plan that it becomes difficult to see there is
another way of doing things.
Case in point, at the beginning of the
COVID-19 crisis in March I noticed creatives
and artists were incredibly adept at getting their
exhibitions, performances, and interventions
accomplished through other means. I believe this
was because they were fundamentally clear on
the purpose behind what they were doing. So
when the standard way of doing that thing— in
person artist talks and dance performances—
was no longer an option they were able to find
other means—live streams, gallery apps, walking
tours—to accomplish their purpose.
When implementing a program I recommend
clients build in time and a process to do what I
call a “geography check.” Throughout the
process take a few steps, then check to see
where you are. What’s around you? How did
you get there? Are you where you expected?
Are you seeing the signposts and markers one
would expect to see?
If not, this doesn’t necessarily mean you’re in
the wrong place. It may mean you’re in foreign
territory, in which case awareness will be key.
Or, you may realize you need to turn back. The
earlier and more often you do this check the
better. The use of frameworks versus plans also
make these process easier—though not easy.
Geography checks should include time to
reflect on any experiments and hypotheses
made at the very beginning of a program,
assess where the organization is in the process,

 and allow the stakeholders to make pivots and
changes.
Each organization I’ve worked with has found a
different way to accommodate the process,
bearing in mind their culture, history,
stakeholders and resources. I encourage your
organization to do the same. Whatever you
do, don’t create a full fledged plan from the
start and set off to checking boxes. This
a p p ro a c h m i s s e s i n s i g h t s, a n d m o r e
importantly, it misses opportunities.
Not to mention, small to large details not
planned for could render the whole thing
obsolete. Like, a global viral pandemic.

Implementing New Programs in the Time of COVID-19 13

 Organizing: Governance &

Management Structures
There are a ton of de nitions and usages for governance that can render it
confusing. However, the term “governance” simply means, “the way [the]
organization or countries are managed at the highest level, and the
systems for doing this.”

In other words, governance refers to the decisions we make when we ask,

“How are we going to run this thing?”

Governance doesn’t cover boards and
committees alone. Remember, operational
decisions aren’t the only decisions we make.
Governance includes how a group or individual
makes decisions, when it makes decisions, and
the way it communicates those decisions.
For the sake of space, I’ll cover governance
with respect to how projects, programs, and
initiatives structure management and oversight.
As you read keep in mind, governance is
dynamic not static. So much depends on the
environment, culture, relationships, and
knowledge-base of the community. Because of
this, I don’t suggest building governance based
on templates. So I won’t offer them.
Instead, what follows is a general list of options
and concepts to think about when making a
choice. This list isn’t inclusive, but as with
everything else here, helps get your
brainstorming juices going. You may even come
up with your own hybrid that works best for the
community and application at hand.
If the work around mission, vision, theme,
values, themes, motifs, and r ules of
engagement is done you’re in pretty good
shape because each of these are the pillars of
every governance decision; now and in the
future. If not, do these before deciding on a
governance structure. Governance structures
must align with the bigger picture and be in
service to the foundational elements of mission,
vision, theme, values, themes, motifs and rules.

Who to Include?
It helps to think of governance as an
embodiment practice. When the community
engages with the program, project, or initiative
how the encounter feel? The tone for our
encounters is set through the various governance
structures.
Outside of what governance structures to adopt,
consideration will also go to who to recruit. Any
decision on whom to include in governance must,
again, hearken back to the mission, vision,
values, themes, and motifs.
Some studies suggest approaching governance
work by asking, “How do [I] ensure the right
voices are heard ….”; and, “that the right voices
are also heard…?”4 But this approach can
result in an organization convening—even under
well intentions—to simply collect feedback, filter,
and come up with a compilation of
recommendations based on the organization’s

Implementing New Programs in the Time of COVID-19 14

fi

 lens and perspective; which may not align
directly with the community. Or, without
consciousness an organization can choose a few
community members who many not be
representative, but present or speak in a way
that makes the organization comfortable.
Remember, governance is, “How are we running
this thing,” and ironically this discourse includes
how you choose to ask the question and make
the decision. Take care when structuring bodies
that will research, communicate, enlist, collect
feedback, engage, or recommend governance
structures and decisions. I suggest making these
as inclusive and diverse as possible from the
outset, that way a larger net is cast in terms of
who is considered for management bodies,
frameworks, and committees

Deciding On a Governance Framework or Structure

There are a number of ways to manage—or govern—programs. The decision ultimately

comes down to the details of the program, project, or initiative and what works for one
may not work for another.
Many organizations choose structures that include an executive governing body with committees that
pull heavily from the community. This is the board and board committees structure we’re used to seeing.
Another popular option is to create a Backbone executive committee with smaller working groups. The
smaller groups may or may not have decision-making, but larger strategic decisions and funding are
generally left up to the Backbone.
Fight the inclination to settle for the familiar. At least, as a reflexive action. Make sure the decision is
tailored and intentional. Different circumstances call for different ways of governing and exploring the
possibility of each option is always worthwhile. To help get your imagination going, what follows is a
summary of different structures I’ve seen used. The list is not exhaustive, but, again, will get your juices
going.

Public-Private Partnership: how PPP's have manipulatively been used in

Multi-stakeholder in nature, these are
distinctive in that Public-Private Partnerships
move horizontally and not vertically. The broad
nature of Public-Private Partnerships (or PPP’s)
can allow for more broad inclusion across
individuals, institutions, agencies, and
organization. PPP’s may also allow for more
players, which helps avoid the duplication of
services in an area by creating a big enough
vehicle for all stakeholders to join and support
one another with funding or capacity building.
That multiple types of stakeholders across a
spectrum can participate may create
connections and bridges that don’t otherwise
exist. For example, a public-private
partnership framework could accommodate
local businesses and resident bodies or councils.
other settings. For example, toll road projects
are often PPP's, however, there are instances
where the PPP is set up in such a way that a
private business primarily benefits from tax-
payer funded deals. This is to say, that the use
of a PPP does not automatically mean the
endeavor will be equitable and inclusive. Still
take care in the details and the structuring to
ensure the community continues to be in the
center.
Management District:
Where a program involves a building, land, or
economic development of a geographic area
some interventions look to a management
company or management district as a
governing body.

Keep in mind, the container—or form—a PPP
takes can be any number of things; from a
contractual partnership to an actual legal
entity. While the flexibility is helpful, it can also
be confusing. Something else to watch for is
Maintaining assets like commercial property or
parks can necessitate a level or expertise and
attention that community members may find
tricky. A management company could supply
these resources as well as charge for its

Implementing New Programs in the Time of COVID-19 15

 services (such as cleaning, safety, and be a contract, network, or consortium

marketing) or levy taxes as revenue to
maintain community assets.
However, using this model for entire
geographic areas can also be challenging. The
goal of a management district is to bring in
more residents, businesses, and tenants so it can
build its revenue. If growth is not intentional
strategic, and accountable to the community it
c a n s p e e d u p d i s p l a c e m e n t t h ro u g h
gentrification. Also, because decision-making
and operations lie with the management
company, there must be steps taken to ensure
community members and stakeholders continue
to populate its staff and board. For these
reasons, some communities look to Community
Redevelopment Companies to manage
redevelopment efforts instead.
Ad hoc:
Ad hoc frameworks are an organic network of
stakeholders and community members who
execute on objectives chosen consensually. Less
of a structure, and more of a presence, the
hallmark of this option is that it’s all consensus
based with little holding it together structurally.
The most challenging type of structure to
maintain, Ad hoc is the easiest to implement.
Really, an Ad hoc framework is the epitome of
emerging grassroots activation and community
development. This framework is best where
stakeholders are in strategic alignment, and
both individuals and entities want to work
closely together.5 Keep in mind, Ad hoc works
great for getting programs off of the ground
but may not be the best for growth or
sustainability. Ad hoc arrangements often
require additional structures to focus on
fundraising and growth. Very similar to the PPP,
Ad hoc is flexible in its container and able to
arrangement.
Case-Study: 22@ Barcelona employed a very
unique “triple helix” model (between universities,
government, and industry) as it transitioned into
a quadruple helix model (universities,
government, industry, and citizen) with open
meetings. There is also a reliance on Association
in addition to committees. The main difference is
tha t Associa tions are compila tions of
organization and businesses focusing on specific
issues such as business, creators, or research.6
Hybrid:
Under a hybrid approach, a for-profit entity
and an exempt entity co-exist simultaneously.
While the exempt entity collects individual
donations, sponsorships and grant funds, the
profit-driven entity would deliver services to
cover its costs as well as the costs of the
exempt organization.
Many in the impact space scoff at using a for-
profit entity because of the negative
experiences with previous businesses. But, “for-
profit” does not have to mean “for-profit only.”
I specialize in socially conscious businesses, and
can tell you it ultimately comes down to what
the founders choose to prioritize.
Many of the clients choose for-profit because
of the flexibility and agility it gives them in
p u r s u i n g r e ve n u e o p p o r t u n i t i e s a n d
partnerships, but in the process they do not
compromise their prioritization of their
community or commitment to the planet.

Co-Partners of Supporting Bodies

In addition to the options above, creating additional bodies to lend expertise,

relationships and evangelize are vital. Contrary to popular thought, any structures or
entities you create to support the governing entity or structure can share decision-making
power or power over implementation; these don’t have to be relegated to cocktails and
envelope stuf ng. Because of this, thought must go into the use of, and recruitment for,
supporting bodies as well.

Implementing New Programs in the Time of COVID-19 16

fi

 Advisory Board
An advisory board or council creates a vehicle
for recruiting individuals or entities not ready
or capable to invest fully but expressing an
interest in involvement.
An advisory board is also a way of integrating
more perspectives into decision-making when
there is a central board.
Case-Study: The West Kowloon District
comprises a Board of Committees, subsidiaries,
and a Consultation Panel. Where the Board of
Committees is similar to that in traditional
nonprofits, it shares its power with a Consultation
Panel comprised of community members across
sectors and tasked with engaging the public for
its views through open meetings and convenings.7
Committees
Committees are on the ground vehicles that
allow a program to include a variety of
contributors with subject matter expertise.
Standard committees tend to focus on
marketing and communications, planning,
programming, audit, financial planning, special
events, fundraising, or investment. However,
committees build in an opportunity to show
Factors that Go into Decision-Making and Final Thoughts
Structure governance and supporting bodies around around the end vision and not
temporarily existing conditions, such as who has the most involvement at the time of
formation or implementation.
By way of example, if a health organization is
responsible for kicking off a program it may
center the agency in governance decisions.
What results is a governance structure that
mirrors the preferences and ideals of the
health agency. But, those stakeholders starting
a program may not be the ones responsible for
implementing or sustaining the program.
Moreover, the stakeholders starting a program
may not even have been the best suited, but
had the people, finances, or connections to
start a program.
Implementing New Programs in the Time of COVID-19 17
authenticity and goodwill in action. Looking at
the mission, vision, values, themes, motifs, and
narrative, a program can create unique
committees that speak to the work. For
examples, committees focused on preservation
and deploying new narratives and story-
collecting initiatives at a grassroots level. Or, a
committee focused on innovative displacement
research, and intervention development. In
other words, looking at the use of committees
as an opportunity to leverage and learn by
ve e r i n g a way f ro m t e m p l a t e s a n d
traditionalism.
Resident Council
In addition to including residents on larger,
deliberating bodies, advisory boards, and
committees, the author suggests creating a
body specifically for fostering relationships
with residents and fielding concerns.
Resident opposition to a project is often due to
mistrust, a lack of understanding, or lack of
information. By fielding resident concerns,
complaints, notifying residents of upcoming
events that might result in street closures, open
events or parties, and funding opportunities a
resident council goes a long way toward
fostering camaraderie and trust.
For all of these reasons, the development of
governing structures shouldn’t rely so heavily on
t h e fo u n d i n g t e a m . H ow a p ro g ra m
approaches its day-to-day, its vision for the
future, and other nuances specific to a program
or community must inform which governing
framework works best.
By working backwards from the operations,
approach, vision and characteristics of a
program a formation team can start to
determine which structures provide the best
container for all of the needs and which

 frameworks might limit, restrict, or hinder the
program. This is contrary to the standard
approach of choosing frameworks cold, but it’s
the best way to ensure alignment and hopefully
success.
The more representative and responsive
programming wants to be, the more dynamic its
governance structures must be.
stage. At some point, or several, the
management structure may need to shed and
evolve. Plan for the challenges that can come
with that.
What is clear is that the decision must be
deliberate and well thought through as the
structure is one of the most critical components
of a programs successes or challenges.8

Once in place, a governance framework must

include mechanisms for gathering feedback
and data from the community and evolving as
a program grows or enters into a different life-

Implementing New Programs in the Time of COVID-19 18

 Revenue Generation
The last thing I want to cover is the meat and potatoes of creating new programs,
initiatives, and projects; ensuring sustainability.
How a program, project, or initiative will earn
money to sustain is always one of the last things
organizers think about. Once it does come up,
it may get little consideration or discussion. It’s
one of those things founders and initiators
hopes will work itself out but whose details
can’t be bothered with presently. That’s an
approach, but it’s not a strategic one.
While foundation or grant dollars can be a
great way to prototype an idea—if you find a
funder open to testing—it leaves programs at
the mercy of someone else’s agenda, priorities,
and risk tolerance. I can’t count how many times
I’ve seen a project derail because of the input
or direction of a funder who didn’t really
understand the problem. Not only that, but
gran t an d fo u n dat i o n f u n di n g l e ave
organizations at the mercy of temperament,
politics, and the national economy.
Considerations When Developing Revenue Streams
The character and culture of a project’s founding team, along with its chosen governance
model, will largely dictate the ways the project will generate revenue.
The best way to discover possible revenue
streams is to think about the expertise and
resources a program, project, or initiative can
leverage.
For example, a project may have a large
following in the community and access to, or
ownership of, popular community assets. If the
project doesn’t start off with a large grant or
investment it will need to build revenue streams
bottom-up through a collective of smaller
revenue streams; layering multiple revenue
generation streams together. So if there is a
large following, revenue streams could include
memberships and community sponsors. Cool
spaces could be leased through hourly or half
day rentals for events, photo shoots, or
meetings. Equipment and even vehicles not in
use could be leased for hourly or daily use.
Vo l u n t e e r p a c k a g e s a n d c o m m u n i t y
Implementing New Programs in the Time of COVID-19 19
Grant or foundation dollars are a great
funding avenue, but shouldn’t be the only
avenue. It’s important to look at a number of
different funding opportunities to diversify
funding streams, build in resiliency, and
maintain some operational agency.
Note, the IRS does have rules around earned
income, and unrelated business income tax, for
501(c)(3) organizations. Still, this is a matter of
taking precautions and monitoring systems.
Even 501(c)(3)’s will want to create projects,
programs, and initiatives that generate revenue
to sustain themselves. Below, I briefly walk
through considerations to keep in mind when
brainstorming revenue streams along with a
few models to help with ideas.
experiences could be put together for local
businesses (just make sure these aren’t
extractive.)
Whatever you choose, sitting down to research
and run through different revenue—or business
—models is an integral part of finding revenue
streams that work for a program’s history,
culture, and resources. The key is not to copy
and paste a someone choose for a similar
project without investigating. Look at the
mission, vision, values, themes, motifs,
governance models, community climate,
community culture, and other elements to find
models that accommodate and highlight these.
To get you going, here are specific ways I’ve
seen clients generate revenue.
Membership Fees:

 Generally, a membership fee model is a
regular fee members pay based on factors a
program dictates; such as the type of member,
its income, contribution to the program, or some
other factor. In return, the program offers a
service or value add.
Membership can extend to residents, and
doesn’t have to be cost prohibitive. Community
funded mutual aid programs started by Black
residents in the 1940’s often set membership at
.50 or a 1.00. To accommodate a spectrum of
needs, I’ve often seen tiered models used
Developer Funds:
Redevelopment initiatives can create a well-
messaged initiative for developers to
contribute part of their construction budgets to
funding community stabilization programs or
other community projects. An ongoing wish list
of extensive or expensive needs a program has
that individual contributions or grants may not
fund—such as equipment or public realm
improvements—can be kept in case developers
want to donate in-kind as well.
Consulting Services:
Case-studies profile several instances where
anchor organizations of a program provide
s e r v i c e s t o a c o m m u n i t y, c o m m u n i t y
stakeholders or other beneficiaries to generate
funds.
For example, in a Cultural Arts District services
could include bridging businesses to community
members, facility improvements, murals and
place-keeping services, curating artistic
acquisitions and rentals to decorate area
businesses, sourcing talent within the community
to market to area businesses, or a small
community gallery9 that sells pieces.
Similarly, a District could charge certain
“beneficiaries” of the District tiered fees for
services. Services could include marketing
services, signage services, and street cleaning.
Or, charge a smaller “tiered subscription” fee
for visitors, institutions, and businesses who
express an interest in joining the District and
charge separately for the services above.
Creative Projects:
Following a successful model from TXRX,
facilities such as a maker-space and creative
innovation hub can charge a small, tiered fee
Implementing New Programs in the Time of COVID-19 20
for use as well as house workforce activities
and children’s education.
In-Kind Services:
Instead of incurring expenses to build out
programming and recruiting others, a project,
program, or initiative could identify priorities
and opportunities then source others doing the
work currently and gap fill where necessary.
Establishing as many partnerships as possible,
doing so may lessen feelings of threat or
competitiveness and allow for quicker
deployment or experimentation. Such an
approach also makes projects or programs
available to a broader range of funding. To
be clear, the suggestion is not to ask people to
work for nothing. The suggestion is to
understand existing needs and see if there are
reciprocal value opportunities. For example, if
finance and accounting are a need, are
finance associations already out looking for
community opportunities to help? Is there a
value add your project, program, or initiative
can create for them?
Taxes:
Where there is a vehicle that allows for levying
taxes, doing so could provide a reliable
revenue source. Reciprocally, tax incentives and
deferrals may also serve as a form of revenue.
Note, programs must be careful with taxes and
co-plan those initiatives with a community
strategically as they’re often the trigger to
gentrification and displacement, for example
TIRZ and the like.
Public Services
Bearing things such as accessibility in mind, a
mix of free and ticketed programming can
supply a source of revenue as can the sale of
concessions, merchandise, and parking fees. As
the District grows, it might consider a small bus,
shuttle, or trolley that can also bring in revenue.
Other miscellaneous ways to bring in revenue
are through advertising, billboard sales,
vendor fees at events, or special events.
Crowd-funding and Match Programs:
Crowd-funding, a heavily underutilized method
of raising funds, is not necessary a long term
strategy but a short-term solution to bringing in
funds. Equity crowd-funding might even allow
residents to “own” equity in a project, a great

 way to cultivate interest as well as grow a
collective wealth-building mindset. Crowd-
funding is especially useful for community
organizing projects, as it allows the business to
gauge whether or not its intended beneficiaries
see the value-translating to investment-as well
as giving those who donate an incentive to see
to the project’s success. There are multiple
platforms to launch a campaign.

Leave Space for Exploration and Experimentation

Periodic check-ins, as well as stepping back, to assess creates the space to spot opportunities as well
as challenges and determine whether a funding approach requires you to pivot, get curious, ask
questions, or find new opportunities.

Rather than seeing the course as charted, commit to doing a general assessment and then setting off,
notating and charting as you go.

Implementing New Programs in the Time of COVID-19 21

 Forms of Engagement
When I originally wrote this white-paper, there wasn’t a discussion on the different types
of engagement—meaning in person versus virtual. In the middle of nalizing, COVID-19
broke out and hampered most of the in person programming, projects, and initiatives
planned for the year.

Many of you cancelled large fundraising
events, special events, gatherings, galas, and
festivals as a justifiable caution.
Most of the organizations I work with rely on
physical contact and engagement for most of
their operations and program delivery. Also
tricky, most clients work with populations that
are still largely analog and may not have
consistent access to a computer, laptop, or wifi.
While the our current reality, and the
demographics most of you serve, requires we
exercise the utmost caution it doesn’t
necessarily require “wholesale”cancellation.
There are a number of ways to engage
populations that accommodates social
distancing and requires little to no contact.
In thinking about program delivery, when in
person become risky our minds quickly turn to
the virtual. That technologies imitating physical
engagement have developed substantially
over the last year help. There is online
conferencing software (with breakout rooms,
main-stages, and exhibition rooms), multi-
vendor marketplaces, gallery applications, and
live-stream performance applications. In
addition to the large webinar platforms,
forums, and online library applications. Anyone
wanting to disseminate information, gather
large numbers of people for education, or
exhibit artistic expression can definitely find it.
However, virtual isn’t the only way you have to
go. This is especially the case where you’re
working with populations that are for the most
part offline.
Creating information outposts for example. You
might create spaces outdoors that have
bulletins and postings, with a map that outlines
where postings are while reminding visitors to
be mindful of distance and not gather. For
those that want to be physically accessible, you
might look at pricing in “home” delivery models
or developing deeper relationships with the
places and institutions you believe your
demographics are still going to. For example,
grocery stores.
Also, remember there are those who don’t have
a computer but almost everyone has a phone.
You would be surprised how many applications
and approaches can be adapted for phone
mobility.

Implementing New Programs in the Time of COVID-19 22

fi

 Before You Go
Anyone that has implemented anything for a community (be it a program, project,
initiative or event) knows there’s no such thing as a perfect template. There are so many
variations to how the work is done, and it’s never linear.

What I hope you takeaway is the importance

of having a general framework, and that’s
what this outline is intended to. You may not
know exactly how you’ll generate revenue, but
as you build out during planning you’ll
understand it’s important to carve out space for
that piece. Then, as you plan, test and
implement you can experiment plug and play
stay, trying out different revenue generation
structures and seeing what works best.
The same applies for governance. We
generally won’t know for certain what the best
governance structure is, but now we know it’s
important this be included in the planning
framework with time carved out to try things
and assess.
Many clients have found it helpful to develop a
template that carves out space (this could be a
simple box) for each of the larger items
outlined here just so they remember to keep
these top of mind as they’re planning,
assessing, auditing, reflecting and tweaking.
Some also keep a glossary of the different
model we discover in research, or they come
across in their fieldwork, to plug in and plan
for testing. I love this approach because it
keeps the different building blocks in front of
us.
You’ll find a method that works best for you,

Implementing New Programs in the Time of COVID-19 23

1I have a number of issues with the term “place-making” that were originally brought to my attention listening to
Eureka Gilkey of Project Row Houses. Often, incoming demographics gentrifying and displacing are prioritized
under the guises of “creating space.” Which results in original inhabitant being pushed out, and their history
preserved as a tourism token. Rarely is stabilization and “keeping” prioritized as high as or higher than
preservation in “place-making” initiatives. Consequently, to communicate where my focus lies I use the term I
heard Eureka use of “place-keeping” instead.
2 Community Engagement for Main Street Transformation (Rep.). (2017, August). Retrieved January 13, 2021,
from Mainstreet.org website: https://www.mainstreet.org/blogs/national-main-street-center/2017/08/04/new-
guide-community-engagement-for-main-street-transformation pg. 6

3Arts & Cultural District Strategies for Consideration in An Economic Development Strategy for Central Market,
San Francisco pgs. 11-14
4Doesser, J., & Marazuela, A. (2018, April). Governance Models for Cultural Districts (Rep.). Retrieved January
13, 2021, from Global Cultural Districts Network website: https://gcdn.net/wp-content/uploads/2018/04/
GCDN-Governance-Models-for-Cultural-Districts-2018.pdf

5Doesser, J., & Marazuela, A. (2018, April). Governance Models for Cultural Districts (Rep.). Retrieved January
13, 2021, from Global Cultural Districts Network website: https://gcdn.net/wp-content/uploads/2018/04/
GCDN-Governance-Models-for-Cultural-Districts-2018.pdf pg. 18
6Doesser, J., & Marazuela, A. (2018, April). Governance Models for Cultural Districts (Rep.). Retrieved January
13, 2021, from Global Cultural Districts Network website: https://gcdn.net/wp-content/uploads/2018/04/
GCDN-Governance-Models-for-Cultural-Districts-2018.pdf pgs. 35-36
7 Doesser, J., & Marazuela, A. (2018, April). Governance Models for Cultural Districts (Rep.). Retrieved January
13, 2021, from Global Cultural Districts Network website: https://gcdn.net/wp-content/uploads/2018/04/
GCDN-Governance-Models-for-Cultural-Districts-2018.pdf