Clore Leadership Programme
Clore Leadership Programme

Co-Creatives Consulting Appointed to Conduct Governance Review

A review has been commissioned of the governance development needs of arts organisations and museums in England and Wales.

This item was last updated on
21 July 2016

Strategic Review of Governance Development Needs

The Clore Leadership Programme, together with a consortium of Trusts and Foundations[1], has commissioned a review of the governance development needs of arts organisations and museums.  The aim of the review is to strengthen the governance of arts and museums by identifying(a) the development needs of Boards / Trustees; (b) the resources which are currently available; and (c) gaps in provision which might be addressed through a governance development programme, tailored to the needs of arts and museums.  

Co-Creatives Consulting Ltd have been appointed to conduct the review, bringing together a team of consultants: Hilary Carty CCMI, former Director of the Cultural Leadership Programme and lead on its priority work in the field of Governance including the Governance Now Conference and book (2010); Anne Murch MCIPD whose recent work includes a review and scoping study for the Association of Independent Museums (AIM) leading to significant investment in museum development needs in governance and leadership; and David Bryan FRSA a consultant with in excess of 25 years training, facilitation and management development experience in the not for profit and public sector, including supporting the establishment of the English Civic Museums Network.

Sector Challenges

The current environment presents a significant range of challenges for the boards of UK arts organisations and museums. Alongside the ever-present focus on organisational vision, mission and values, risk and performance management, and the controlling of resources, the current climate presents a heightened mixture of volatility, speed and uncertainty bringing a whirlpool of exigencies for boards and trustees.  The climate is further compounded by decreases in funding and significant competition for corporate sponsorship, private and individual giving. All this must be taken into consideration, whilst optimising creative risk, programme and organisational innovation, public engagement and organisational resilience. It is a tough ask. It demands exploration beyond the historical management accounts to forward-facing entrepreneurial strategies and the dynamic and inventive use of resources.

Through a series of interviews and discussions with a cross-section of sector organisations, we are looking to fully understand the challenges and opportunities of the current environment and gather sector-based opinion on what is necessary to bolster resilience for the long term. We are keen to identify the many models of good and innovative practice that currently underpin sector successes, so that these may be shared and replicated. Our hope is that the findings will afford a contemporary overview of governance across arts organisations and museums within England and Wales.

If you have reflections, ideas or case studies that address the core themes of the review, do contact Hilary Carty on

[1] Clore Duffield Foundation, Esmée Fairbairn Foundation, Foyle Foundation, Garfield Weston Foundation, Paul Hamlyn Foundation


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