governance success for arts organizations
DESCRIPTION
Powerpoint from a collaborative governance presentation between SC Arts Commission and The Weathers GroupTRANSCRIPT
With a commitment to excellence across the spectrum of our state's cultures and forms of expression, the South Carolina Arts Commission pursues its public charge to develop a thriving arts environment, which is essential to quality of life, education, and economic vitality for all South Carolinians.
We will begin promptly at 6:30p.m.
On Board: Governance Success
for the Small to Mid-Sized Arts Organization
Have handouts and flip chart and markers ready for your own discussions.
Actively participate—typed comments and questions are encouraged. Mute your microphone/telephone.
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On Board: Governance Success
for the Small to Mid-Sized Arts
Organization
An On-line Board Governance Workshop presented by the
SC Arts Commission and the Weathers Group
On Board Governance Success for the Small to Mid-Sized Arts Organization
Exceptional
boards advance
the common good
with uncommonly
good work.
Agenda
Introduction and opening exercise
The arts landscape in South Carolina
Board responsibilities - accountability and
compliance
“Organizational Health" criteria for General
Operating Support Grant
Wrap-up and next steps
Introductions
Introduction and opening exercise
The arts landscape in South Carolina
Board responsibilities - accountability and
compliance
“Organizational Health" criteria for General
Operating Support Grant
Wrap-up and next steps
Presenters
Governance
Organizational control by group leadership,
usually on the behalf of others, that ensures
an organization achieves what it should
achieve while avoiding those behaviors and
situations that should be avoided.
-John Carver
Governing Board Chain of Command (Org. Chart)
Owners
Board
CEO
Manager
Staff Staff
Manager
Staff Staff
Agent of the Owners
Agent of the Board
Policy
Processes
Procedures
Visual Created by:
The Weathers Group
Governance
True to Mission
Operates in the Public’s
Interest
Safeguarding Assets
Collective Board Responsibilities
Duty of Obedience
– To the central mission & purpose
– Function w/in the law of the land and its own bylaws
Duty of Care
– Careful oversight
– Attention to issues
– Actively participate
Duty of Loyalty
– Faithful to the organization’s priorities
– Avoiding conflicts of interests
– Interest of the organization ahead of personal interest
Best and Promising Practices
1. The Board creates a High-Trust environment.
2. The Board speaks with one voice.
3. Governance and Management are clearly
distinguished.
4. Governance is one step down from ownership, not
one step up from management.
5. The Board establishes written policies.
Best and Promising Practices
6. The Board fosters a culture of Accountability,
Compliance, & Transparency.
7. The CEO is the only employee of the board.
8. The CEO is annually evaluated according to pre-
determined criteria.
9. Organizational Performance = CEO Performance.
10. Board committees help the board do their work, not
the staff do their work.
Resources
Websites
www.independentsector.org
www.boardsource.org
www.icnl.org
Books
“Good to Great and the Social Sectors” – Jim
Collins
“Do More than Give” – L. Crutchfield, J. Kania,
M. Kramer
“Boards that Make a Difference” – John Carver
Strategies for the Arts
10 Ways to
Improve
Governance
12 Questions
A Board
Should Ask
10 Ways To Improve Governance
1. Actively foster an intentional dialogue about
governance.
2. Conduct a “Board or Governance Assessment.”
3. Think in new ways (and ask good questions) by
deliberating differently.
4. Establish or update your code of ethics and
ethics program.
5. Create a “Governance Committee” and charge it
with improving governance throughout your
organization.
6. Make sure board (or advisory group) members know their responsibilities: legal, governance, regulatory & financial.
7. Evaluate CEO and volunteer leadership annually.
8. Empower the “Board” Secretary to improve governance.
9. Provide constant education concerning governance issues and trends (much is changing!)
10. When in doubt, in crisis or in transition – seek governance expertise, counsel or training.
10 Ways To Improve Governance
12 Questions A Board Should Ask
1. Where do our revenues come from?
2. What is our cash flow?
3. What could really hurt—or kill—our organization in the next few years?
4. How are we doing relative to other organizations similar to ours?
5. If our ED/AD were hit by a bus tomorrow, who could run the organization? (Succession Planning)
6. How are we going to improve, grow and move forward?
12 Questions A Board Should Ask
7. Are we living within our means?
8. How much does our staff (and others) get paid?
9. How does bad news get to the top?
10. What are our “internal controls?”
11. Do we understand what our auditors are telling us?
12. Do I really understand the answers to questions 1 through 11?
Please list 2-3 insights, ideas or
gifts that you take away from
today’s experience.
Closing Question
Thank You!
Joy Young
SC Arts Commission
803-734-8203
Charles C. Weathers Sr.
The Weathers Group
803-400-1991
www.southcarolinaarts.com
www.weathersgroup.com