MMM Governance roadshow report
The arts and cultural sector's mammoth focus on management and businessdevelopment in the last twenty years - and more recently leadership - has left poor,old Governance limping pathetically behind; aged, lost and unaware of what liesahead.Save for a handful of Governance development interventions by the Arts Council andArts & Business' regional training programmes, it is only in the last three years,following in the footsteps of private, public and now voluntary sector developments,that the arts and cultural sector have taken the issue of Governance seriouslyenough to warrant initiating more structured, wholesale, strategic support.
Mission, Models, Money
(MMM) is a national action research programme and acampaign for change initiated in 2003. It has delivered three phases of work, mostrecently a two year national action research programme and a campaign for changeconcluding in May 2007. MMM’s purpose has been to address the challenges faced byindividual arts and cultural organisations (A&COs) and their funders in developingmission-led financially sustainable businesses.Through a range of actions theprogramme has aimed to promote new approaches and new solutions to the keyissues that affect sustainability and explore the scope for and challenges of introducing new business models and ways of funding. Its purpose is to address thechallenges faced by individual A&COs and their funders in developing mission-ledorganisationally and financially sustainable businesses.At MMM’s first conference in 2004 Governance was prioritised as the most importantof seven principle issues requiring urgent research and development. (Seewww.missionmodelsmoney.org.ukfor full list) In tandem with research andexploration into the other six principle issues, a small, voluntary working party wasformed to explore Governance in more depth as part of a further phase of work. Thisculminated in MMM’s second conference in 2005. The report and recommendationsby the working party can be found at:http://tinyurl.com/27ltzf together with aworking draft of a proposal for the sectors first ever Code of Good Governance.Following discussion of the report and the proposed Code at the second MMMconference, the working party discovered that significant parallel developments inthe wider voluntary sector were underway. A ‘Governance Hub’ for the widerVoluntary and Community Sector had just come in to being, and a nationalprogramme of advocacy and implementation of the NCVO’s Code of Governance andTrustee Standards was in development. In discussion with Arts Council England(ACE), the working party proposed that the arts sector should make best use of existing knowledge and strategically tie itself into the wider voluntary sector'sdevelopments, including the new Code, and focus on the potential for developing aculturally specific addendum and/or toolkit to the Code. Initial work on this idea wastaken forward separately by ACE in the autumn of 2005.Soon afterwards, The Cultural Leadership Programme (CLP) was established by ACEand the MLA with a one off injection of £12 million from HM Treasury. The issue of Governance formed one of its core strands and Graham Devlin and Caroline Feltonwere commissioned by ACE to undertake two further reviews of Governance in the