Tag Archives: strategy

Good Governance for Not-for-profit organizations in 2022

This primer has come about from a series of projects I have worked on in the last few years for clients in the arts, as well as board of directors outside the arts.

In early-stage societies, the board is often a working board, developing and providing services and programs directly to its membership, without any paid stuff and often relying on the deep involvement of the broader membership.

As organizations grow and mature and their scope increases, they tend to require increased capacity to deliver on their mandate. Capacity comes in two ways predominantly: money and people. As revenue streams are developed, and budgets increase, boards can hire their first paid staff person. The board begins to delegate some of their responsibilities to this person. As the staff complement grows, the board tends to move to being a management board that complements staff activities, and, eventually, to a “hands-off, nose-in” governance board concerned with strategy and policies that govern the organizations.

A Primer on Good Governance in Not-for-profit and charitable organizations from a practitioner's perspective, April 2022
A Primer on Good Governance in Not-for-profit and charitable organizations from a practitioner’s perspective, April 2022

At each stage, the governing documents should be reviewed and updated to ensure they meet the needs to an evolving organization. As an employer, policies and procedures must be developed and updated to satisfy a wide range of legal obligations emanating from the Employment Law and Labour Standards, Tax legislation, Human Rights legislation, Occupational Health and Safety and any other relevant provincial and federal laws. Any delegation of day-to-day financial management should be explicitly defined to ensure the board’s fiduciary obligations and oversight are fully met. Evolving social obligations to serve a diverse membership and the community at large as well as practical considerations to provide standardized, reliable services and programs require a set of clear policies and procedures.

Up-to-date, transparent delineation of lines of authority, responsibility and accountability are crucial, in order to avoid legacy behaviours from an earlier stage of organizational development – such as maintaining the committee structure of a hands-on working board while having evolved to a governance board – and to avoid misunderstandings and misinterpretations that become detrimental to the health and vitality of the society.

Good governance creates clear lines of delegation of authority and responsibility and accountability across the various organizations groups.

This graphic shows the basic organizational dynamic: the delegation of powers (authority and responsibility) moving clockwise from the membership toward front-line staff, while accountabilities and reporting are moving in the opposite direction from staff back to the membership of the organization.

As staff delivers programs and services directly to members, their relationship with membership can and should be trusted and respectful. Notwithstanding that closeness, accountability from staff never goes directly to the membership or the board; staff members’ authorities and responsibilities are delegated through the executive director. Therefore, staff is accountable and reports to the executive director who in turn is accountable and reports to the board who in turn is accountable and reports to the membership. 

To view or download the complete primer, click now!

Rebuilding Better – Nine Trends in the Performing Arts

9 years ago, in March 2013, I wrote a call to action for the performing arts presenting sector. It was an adjunct to the seminal Value of Presenting Study that I wrote to instigate sectoral action to secure the relevance of the sector in the mid- to long-term.


These Reflections and Recommendations were:
1. Strategy and organizational design to nurture capacity for change, strengthen relevance and resilience, come into the 21st century organizationally, in terms of marketing, programming and so forth
2. Building Meaningful Statistical Frameworks – Culture Satellite Account and Mapping the sector
3. Strengthen / Role in Communities – invest in competencies and professional development as a community leader, design for community impacts, ongoing awareness raising of value and benefits of the performing arts
4. Demography and Access – Know your community and your market; Access for seniors (technology-enabled), Partnering with Indigenous peoples, Partnering with recent Immigrants (EDI)
5. Digital Technologies – embrace online and mobile distribution of live arts, create a cross-functional working group to explore digital distribution in the live arts
6. Redefining Competition (focus on non-arts industries) – Define competitive value proposition (relative to non-arts competitors)
7. Experience Design – Brand-first relationship building (not merely transactional), secondary markets (digital impact)

Most of these feel as relevant as ever to me, showing how much more progress the live arts sector needs to make to join the contemporary world with all its complicated dynamics.

In light of COVID and the early stages of – and the vagaries of – COVID recovery in 2022, I have been talking about these 9 trends requiring urgent attention in the sector if it wants to rebuild better:

1.Mental health impacts

2.Financial precarity

3.Loss of expertise and talent – COVID

4.Digital transformation of society

5.Climate change and touring

6.Need new business models re: return to gatherings

7.Ways to support local artists

8.Digital Dissemination platforms

9.Justice, Equity, Diversity, Inclusion

In part it feels like the more things change the more they stay the same. It also feels like perhaps some of us have learned enough to really tackle the big issues.
https://lnkd.in/gJRdUyVx

Strategic Planning – Ten Strategies Framework in 2022

I have been using the Alpha Strategies framework advanced by Alan W. Kennedy and Thomas E. Kennedy, after taking a Strategy Certificate executive development courses with Alan at Schulich School of Business about a decade ago. It has been a great vessel to place assessment and planning tools like research-based SWOTs or Business Canvas tool into a broader strategic narrative. Kennedy’s eight Alpha Strategies framework has held up well and has been a useful tool in my practice. It covers eight areas to consider in its strategic management: 1) Business Definition, 2) Production/Service Delivery, 3) Infrastructure (Intellectual, real and digital properties), 4) Financial Management, 5) Marketing and Communications (Audiences and Channels), 6) Organization Management (People), 7) Growth, 8) Risk Management.

With the COVID discontinuities, a heightened focus on serious climate change impacts and major social movements and their mid- to far-right-wing backlash, I will be adding “environmental” and “social” impact strategies in my practice from here on. (Political considerations play in each of these 10 realms, so I am not adding political as a dimension of strategy.) It will be interesting to see where solutions will go from here for my clients. 

Ten Strategies for Strategic Planning 2022
Ten Strategies for Strategic Planning 2022 using Kennedy’s eight Alpha Strategies plus ESG