Good governance is closely tied to organizational success. An organization’s governance practices should evolve alongside the organization itself. As the needs of arts and culture organizations increase in complexity, a divergence between the traditional role of boards and the fresh demands they face has emerged. Governance practices can be reoriented to bridge that gap and help organizations become more sustainable and effective. Change is hard, but possible. This seminar is aimed at helping your organization design governance practices that will help it flourish rather than falter in the face of new challenges.
University of Washington
Willamette University
Key Learning
Strategic Governance is a two-day seminar that combines concepts, frameworks, and a structured self-evaluation tool to help your organization rethink your approach to governance. Using information collected from a pre-seminar survey, an action plan will be devised for improving your board’s performance. In this seminar, you will learn how to create conditions and build relationships that can react to change, contribute to good decisions and, in turn, to good governance. Using case studies, mini-lectures and practical exercises, Strategic Governance will provide you with:
- An advanced conception of how boards and executives work together for organizational success,
- A sophisticated understanding of the functions and elements of governance,
- A framework for analyzing governance performance in an organization,
- An advanced self-evaluation instrument that can be employed for annual evaluation and continued governance improvement.
You will also learn to use an advanced self-evaluation instrument that can be employed for annual evaluation and continued governance improvement.
Seminar Sessions
Day One
The board of an arts organization is a key component of both mission achievement and sustainability. Expectations for the board vary, but there is a widening gap between the historical role of boards and the demands they face today. This first day will look at how the role of a board evolves, how it plays an important part in delivering on a successful strategy, and how each participant’s board faces particular challenges. The day will draw on the pre-seminar survey information.
Session 1: The Role of the Board
Session 2: Case Study: Board Creation and Scope
Session 3: The Future of Your Board
Session 4: The Strategic Role of the Board
Day Two
Theoretical board practice is interesting, but has limited value for the board and staff leadership in the face of real challenges. This day of the seminar will look at specific applications of the theoretical ways in which boards achieve high performance, and focus on identifying the changes that need to be made, and how to manage those changes and assess ongoing progress with a board.
Session 5: You Are Here: Assessing Board Performance
Session 6: Challenging Conventional Wisdom
Session 7: Governance in Times of Crisis
Session 8: Managing Board Change
Conclusion: Next actions for your board
Recommended Team
Strategic Governance is inherently a senior-level concern and a collaborative effort. This seminar is only effective with board participation and a team of three or more people. To realize the full benefit of the Strategic Governance seminar, your team should include:
- Your most senior managerial executive
- Your most senior program or artistic executive
- Your board chair, committee chairs, and other influential board members
