Why did the Foundation reformulate its strategy?

Arthur: It came from our desire to go deeper and have more impact in the community. Although our previous giving strategy had many successes, it was largely reactive and somewhat generalized. The trustees and I felt that if we took a more targeted approach and focused on doing a few things well, so to speak, in areas of critical importance, we could improve our chances of driving real change and making a dramatic difference in peoples' lives.

Penny: I think it’s important to note this is an evolution of strategy, not a total change. As Arthur said, there has been a lot of good work done here through the years and there are many examples of how we’re now building on those experiences. Our greenspace grant making, for example, has evolved into a more focused Inspiring Spaces program; the Foundation’s diverse arts grant making evolved into a focus on the Atlanta Symphony Center, and the youth development work that was done around the country evolved into Pathways to Success.

How is your strategy different from before?

Arthur: Obviously, there’s a tighter focus on the four program areas and a geographic shift that initially places a higher significance on Atlanta and Georgia. But beyond that, we’re also paying more attention to how we evaluate our work and the work of our partners to make sure we stay on mission and produce results. We’re also using communications more strategically to build partnerships and engage and influence people around issues related to our program areas. Where it makes sense, we’ll try to be agents of change on those issues.

Penny: I’d add that our partnership emphasis is even greater than before. Remember, the Blank Foundation doesn’t operate programs. We help create, fund and nurture them. So partnerships are critical. Our Pathways to Success collaboratives are a good example. We provide broad guidelines, but the communities actually shape the programs. So the Arizona program doesn’t look exactly like South Carolina, which doesn’t look like Atlanta. They reflect the local community’s needs.

Why did you choose these four program areas?

Arthur: Honestly, there are so many needs in so many places, that narrowing our choices was one of the toughest aspects of our planning. In the end, we picked these four because they address areas of great need and importance and they reflect the interests and passions of my family.

You mentioned being agents of change. What does that mean?

Arthur: It means moving issues forward, whether that’s through financial contributions, dedicated staff or third-party resources. It can mean acting as a facilitator to bring interested parties together around an issue and getting them coordinated and moving in the same direction. Or it can mean a public information campaign. A lot will depend on what the issue is, and how we think we can best make a positive contribution. I should point out, though, that delivering services to people in need is still the primary directive of the Foundation. We don’t intend to stray from that.

Arthur, are these your interests or your family’s?

Arthur: The program areas represent a good cross section of our interests. When we began in 1995, I deliberately named this a family foundation to make it clear that this is, indeed, a family enterprise. We operate as a team. We share values and priorities, but there’s also plenty of spirited discussion around the work we’re doing and how it gets done—and that’s a good thing. It keeps us accountable to each other. Each of the trustees brings a unique wisdom, passion and energy to the work we do, and I’m incredibly fortunate to have them by my side. I’m also grateful for our Foundation staff. They’re the ones who shape the giving strategy and have the expertise to turn good intentions into real results in the community.

Why the additional focus on Atlanta?

Arthur: Atlanta is our home, and it’s also a dynamic city where you can get things done. There are lots of potential partners here and lots of energy around our issues. It’s also a city that has pressing needs—and a population of roughly 4.5 million that’s expected to nearly double in size over the next 20 years. Our challenge is to be not just a large city, but a great one.

Does this mean you won’t expand programs into other markets?

Arthur: Not initially, although our Pathways work in Arizona and South Carolina demonstrates that we’ll move beyond Atlanta where it makes sense. There is also important work being done throughout Georgia by The Atlanta Falcons Youth Foundation, and in Montana through the Mountain Sky Guest Ranch Fund. Atlanta also provides us with a working laboratory where we want to help nonprofits develop strategies and knowledge that can ultimately be shared with and expanded to other communities.

How will your future level of spending compare with 2004?

Arthur: We made grant commitments of roughly $20 million in 2004, and I think it’s safe to say that there probably won't be a significant shift in that number—positive or negative—in the next couple of years.

How will you know if the strategy is working?

Arthur: Evaluation is a key part of our plan, and all of our programs now have clear goals and tangible measures of progress—both for us and our partners. Our planning and evaluation efforts help us learn in real time and adapt our work along the way, so we can respond to shifts in the environment and increase our chance of success.

Why are you no longer accepting unsolicited proposals, and how does a nonprofit now get your attention?

Penny: We don’t want nonprofits to spend their time and limited resources developing a proposal that doesn’t address our mission or the outcomes we’re trying to achieve. At the same time, we want to invite creative approaches to help us achieve those results. If, after learning about our work, an organization thinks they can help us reach our goals, we encourage them to send us a brief written inquiry summarizing their idea. If we think there may be a fit, we’ll follow up and work together to develop a proposal. If we don’t think there’s a fit, we promise to respond promptly.

How does the work of the Atlanta Falcons Youth Foundation and the Mountain Sky Guest Ranch Fund fit into the Blank Foundation’s work?

Arthur: Both funds are affiliated with the Blank Foundation. Essentially, that means we provide some management and strategic guidance, but they largely operate independently. Mountain Sky is focused on youth services and the environment— needs identified as particularly important in Gallatin and Park counties in Montana. The Atlanta Falcons Youth Foundation, meanwhile, is promoting youth fitness and tackling the issue of childhood obesity in Georgia, a state that has one of the highest youth obesity rates in the country. The newest member of our business family— the Georgia Force Arena Football League club—is partnering with the Falcons on the youth obesity issue and playing an active role in the community through donation programs, personal appearances and ticket giveaways to charitable groups. Giving back to the community is a philosophy I’ve tried to instill across all our businesses, and these are good examples of how we’re living that philosophy.

With this new strategy in place, do you think the Foundation can be more effective in its work?

Arthur: I think we can. I’m also a realist and I recognize that these are terribly complex issues. Answers won’t come easily. But my family and I believe that we have to keep trying hard and improving on the work we do. I was taught at an early age that everything we do in life is a gift, and it is our responsibility to give back to our community. We believe that today more than ever.

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