Governance Success for Arts Organizations

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

jyoung@arts.sc.gov

Charles C. Weathers Sr.

The Weathers Group

803-400-1991

cweathers@weathersgroup.com

www.southcarolinaarts.com

www.weathersgroup.com