• Share on Facebook
  • Share on Facebook
  • Share on Linkedin
  • Share by email
  • Share on Facebook
  • Share on Facebook
  • Share on Linkedin
  • Share by email

Whilst working in a variety of arts organisations I have had to learn the art of being adaptable to change; to lead change and not be a victim of it, says Jill Low. However, nothing could have totally prepared me for the changes I have had to manage as Director of Salisbury Arts Centre undertaking a £4.2m capital Lottery development, project funded by a variety of sources. It has taken nine exhausting, exhilarating years to get from the early beginnings to where we are today. During that time there has been constant change and uncertainty. We are now in temporary offices as construction started in January 2004. We have raised £4m with £80,000 to go, and we relaunch in May 2005 with a viable, if finely balanced, five-year business plan and creative programme ahead of us.

What have I learnt about change management? First, do not undertake any big change unless you have a clear and proven reason to do so. Change for change?s sake is a waste of time and energy. A well thought-out goal that is affirmed by all those involved is essential and keeps you targeted upon the vision as you go through the uncertain times that major change creates. Salisbury Arts Centre is popular, embedded in the community and respected by funders; however, it needed to develop its creative programme and the listed premises did not have enough spaces, leaked constantly, were barely heated and had facilities that were added in a makeshift manner 29 years ago. The reasons for change were obvious.

A complicated development project needs a long, flexible (but very clear) game plan. It needs a structure and a business plan that is well thought out but also flexible and adaptable. Change requires the ability to turn on a sixpence. Big change with large financial risks involved also requires you to run with many parts of the plan at once and to be able to prioritise quickly. If some less essential things fall off the agenda for a while, so be it.

We needed to be able to stand back from the detail of the project and learn fast; each action had to count towards the end goal, especially as we moved further into the project and the financial risks became greater. A good business consultant helped us to stay objective and to plan. Mentoring from people who had been through a similar project helped. The Lottery-funded Lighthouse, Poole?s Centre for the Arts, and Hackney Empire gave us great advice about what to do and what was probably best not to do. Expert objective listeners helped; we learnt from others? experiences and it reaffirmed our approach too. A good relationship with our partners, funders, landlords and other arts organisations was also essential ? they have helped, advised and supported us when the going got tough.

Respect your internal and external professional team: make sure that there is the right expertise and then trust and feel able to delegate to them. Having a good multi-skilled board who support the organisation throughout the project is vital. There is always too much to do for everyone, and working across job descriptions is essential. Most of our team is at present temporary. Keeping ourselves motivated is very hard at times but extremely important ? we have time out, visits to other arts centres and lots of chocolate! Paradoxically, change requires a relaxed approach whilst also always requiring structure.

The project requires tenacity, common sense, a sense of humour, superb teamwork, good communication, commitment to and ownership of the project, and a clear and strong leadership and vision. For us the biggest and best challenge is still to come, moving back and relaunching the Arts Centre ? a change I cannot wait to start upon!

Jill Low is Director of Salisbury Arts Centre.
t: 01722 430700;
e: jill@salisburyarts.co.uk;
w: http://www.salisburyartscentre.co.uk