Sie sind auf Seite 1von 16

creating a more sustainable arts & cultural sector

Mission Accomplished – ensuring good


governance in challenging times

10th October 2006


Two Quotes:

• “Effective governance by a board of trustees is a relatively rare and unnatural act…

• …because the tides of trusteeship carry boards in the wrong direction: from strategy
towards operation, from long-term challenges towards immediate concerns, from collective
action towards individual initiatives”

• “The three most important lessons focus on making sure a trustee truly understands the
financial condition of the institution; is not hesitant to ask tough, probing questions; and is
willing to challenge management when something does not make sense. …

• …many boards operate in such a collegial, consensus-driven manner that individuals are
uncomfortable challenging management or questioning inconsistencies or the quality of
information they receive…

• …you need a director on the board who will be a pleasant irritant, someone who will force
people to think a little differently. That’s what a good board does.”

2
What is Governance?

“The systems and procedures concerned with ensuring overall direction,


effectiveness, supervision and accountability of an organisation.”

Not just about how the Board works –


The whole organisation:
• Internal
• External
• Executive
• Non-executive

MD/CEO – Chair:
“must learn to dance together”…
…neither can stray far from each other’s gaze or proceed independently”

3
What is MMM?

Mission, Models, Money (MMM) is a national action research programme and a campaign for
change which aims to ensure that artistic and cultural endeavour thrives in the UK at a time
of accelerating social, demographic, cultural and economic change.

MMM’s mission
Engaging leaders of the not for profit arts and cultural sector and their funders to address the
challenges of developing mission-led, financially and organisationally sustainable
businesses, by exploring and promoting a deeper understanding of the principal issues
identified by MMM as enabling sustainability.

4
Today’s objectives

Share actual experience and examples of governance:

• Identify top quality and effective governance


• examine current changes and their impact and consequences
• highlight what is special to the arts/culture sector and what is universal
• note tips that may be useful to take home
• contribute to MMM’s wider agenda
• establish/renew mutually useful links

5
Today

Share actual experience and examples of governance:

• The Case Studies…(to add: source + themes/issues they highlight)


• 3 Key Issues:
1. Supporting Artistic Risk…(to add: MMM oneliner description)
2. Applying Appropriate Business Models …(to add: MMM oneliner description)
3. Building Effective relationships between Board and Executive

6
Today’s agenda

10:00 – 10:15 Welcome & Introduction


10:15 – 10:40 Starter Questions
10:40 – 11:20 The Case Studies
11:20 – 13:00 Key Governance Issues for the Sector
13:00 – 13:15 Conclusions – next steps
13:15 – 14:00 Lunch & Networking

7
Today’s agenda

10:00 – 10:15 Welcome & Introduction


10:15 – 10:40 Starter Questions
10:40 – 11:20 The Case Studies
11:20 – 13:00 Key Governance Issues for the Sector
13:00 – 13:15 Conclusions – next steps
13:15 – 14:00 Lunch & Networking

8
Starter Questions:

1. (CEO/Chair pairs)

• What really frustrates you about governance? In your organisation what’s a specific
obstacle to progress and high performance?

2. (in pair with a stranger)

• “We got it Right” – share an example of good governance…of a high quality decision…a
process that met every objective. Why did it work?

9
Today’s agenda

10:00 – 10:15 Welcome & Introduction


10:15 – 10:40 Starter Questions
10:40 – 11:20 The Case Studies
11:20 – 13:00 Key Governance Issues for the Sector
13:00 – 13:15 Conclusions – next steps
13:15 – 14:00 Lunch & Networking

10
The Case Studies:

Take 2 of the case studies

• From the issues raised - Make connections with your own organisation/experience
• How might these challenges be tackled/anticipated/avoided?

Feedback from Group Discussion

2 Practical lessons:
• key priorities that an organisation’s leadership must get right if it is to thrive

11
Today’s agenda

10:00 – 10:15 Welcome & Introduction


10:15 – 10:40 Starter Questions
10:40 – 11:20 The Case Studies
11:20 – 13:00 Key Governance Issues for the Sector
13:00 – 13:15 Conclusions – next steps
13:15 – 14:00 Lunch & Networking

12
Key Governance Issues:

1. Supporting Artistic Risk


2. Applying Appropriate Business Models
3. Building Effective Relationships between Board and Executive

Activity:

• Identify 3 Challenges
• Recommendations for Tackling those Challenges
• What would Help you do so with Confidence?

Feedback:

• 2 recommendations for internal action


• 2 proposals for external help

13
Today’s agenda

10:00 – 10:15 Welcome & introductions


10:15 – 10:40 Starter Questions
10:40 – 11:20 The Case Studies
11:20 – 13:00 Key Governance Issues for the Sector
13:00 – 13:15 Conclusions – next steps
13:15 – 14:00 Lunch & Networking

14
Conclusion?

The future can't be predicted, but it can be envisioned and brought lovingly into being.

Systems can't be controlled, but they can be designed and redesigned.

We can't surge forward with certainty into a world of no surprises, but we can expect surprises and
learn from them and even profit from them.

We can't impose our will upon a system.

We can listen to what the system tells us, and discover how its properties and our values can work
together to bring forth something much better than could ever be produced by our will alone.

Donella Meadows

15
Today’s agenda

10:00 – 10:15 Welcome & Introduction


10:15 – 10:40 Starter Questions
10:40 – 11:20 The Case Studies
11:20 – 13:00 Key Governance Issues for the Sector
13:00 – 13:15 Conclusions – and next steps
13:15 – 14:00 Lunch & Networking

16