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2. “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.”
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What is Governance?
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What is Governance?
MD/CEO – Chair:
“must learn to dance together”…
…neither can stray far from each other’s gaze or proceed independently”
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What is MMM?
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.
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What’s emerging so far from the MMM Programme?
Governance behaviours not changing fast enough to reflect new operating context
– the challenges faced are of a different order to those in the past
One-size-fits-all charity model may not be the appropriate corporate structure for
all A&Cos
Trustees should regularly revisit continuing relevance of the mission of their A&CO –
and have to avoid mission creep forced upon them by funders and other stakeholders
In fast changing environment how to ensure the right people are hired – with the
right talent to the right job specs; and how to manage executive and non executive
succession issues?
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Today
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Today
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Today’s agenda
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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?
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The Case Studies:
Fabrica, Brighton:
• relationship between board members, staff, volunteers
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The Case Studies:
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Key Governance Issues:
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Key Governance Issues:
In relationship to:
• Audiences/participants
• Finances
• Mission
• Other stakeholders
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2. Understanding & Applying Appropriate Business Models
Mission
Mission
Programmes
The
“Iron”
Organisational Triangle Financial
Capacity Capacity
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Key Governance Issues:
• They “must learn to dance together” and “neither can stray far from each
other's gaze or proceed independently.”
• “The quality of its leadership can make or break a board. Good
governance requires sound leadership and is inhibited by weak leadership.
• “Although an excellent board chair does not guarantee superior
governance, a poor or inadequate one nearly always thwarts it”.
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Key Governance Issues:
THE ISSUES;
• Trustee Responsibilities for Supporting Artistic Risk
• Understanding & Applying Appropriate Business Models
• Building Effective Relationships between Board and Executive
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Conclusions
Madeline Hutchins
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