Digital Transformation of the ArtistsInspire Grants (AIG)

Project Overview

Organization: English Language Arts Network (ELAN)

Funding Partner: Canadian Heritage (PCH)

Project: System Modernization & Automation

After six years of operation, ELAN’s ArtistsInspire Grants (AIG) program faced a critical turning point. The existing infrastructure, built on legacy systems and manual workflows, had become a barrier to the arts and culture experiences it was designed to facilitate. By undergoing a complete digital transformation, ELAN replaced administrative friction with automated efficiency, ensuring long-term sustainability and legal compliance.

Key Challenges and Opportunities

The old system relied heavily on a bespoke system, and heavy human-centric model that was neither scalable nor sustainable. Key pain points included:

  • Administrative Friction: Schools and artists faced significant barriers to access due to frequent system glitches and complex login processes.

  • The Single Point of Failure: The system relied on one point-person per school. When that person moved on without a handover, communication collapsed.

  • Manual Data Management: Staff were forced to manually copy/paste data from emails and forms into master spreadsheets, leading to frequent human error and siloed information.

  • Compliance Risks: Data was scattered across platforms, posing security risks and needed upgrading to meet Law 25 (Privacy) requirements.

  • Technical Debt: A bespoke WordPress build meant that any update required expensive, specialized programming knowledge.

The Transformation: Strategy & Implementation

ELAN moved from a fragmented workflow to a centralized, automated ecosystem.

1. Digital Modernization

We integrated a robust system integrating the existing WordPress platform with Microsoft Lists/Power BI. This ensured the system met WCAG accessibility standards and allowed for easy maintenance without relying on a single developer.

2. Process Automation & "Traffic Light" Logic

We implemented a centralized master process that connects data end-to-end.

  • Automated Triggers: Using a "traffic light" system (labels/tags), the system now automatically prompts AIG and LEARN teams to review and move applications forward.

  • Integrated Forms: School and artist databases are now aligned, drawing from a single source of truth.

3. Human-Centric Change Management

Recognizing that technology is only half the battle, we launched a parallel change management plan:

  • Stakeholder Buy-in: Internal engagement began shortly after we started planning out the new system process and timeline. External engagement began before the technical build, using among other tools, "The Teachers' Lounge" and "Coffee Corner" as adoption and feedback hubs.

  • Empowered Roles: We shifted role tasks from the previous team’s responsibilities, allowing the Project Manager and Coordinator to make decisions while keeping senior management informed but not entangled in daily operations.

Results: Measurable Efficiency Gains

The impact of the transformation was felt less than two weeks after the new system was implemented and showed the following gains:

School Application Time

Before Transformation: ~2.5 Hours

After Transformation: 12 Minutes

Support Requests (Logins)

Before Transformation: Frequent / Significant

After Transformation: 0%

Data Integrity

Before Transformation: High risk of manual error copying from website pages, forms and spreadsheets

After Transformation: Centralised & automated with a simplified system

Processing Capacity

Before Transformation: Limited by manual entry

After Transformation: 3x faster processing

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