Governance
Robust governance provides the bedrock for all of Manchester Camerata’s work, ensuring that there is the stability and leadership essential for our team’s success.
During 2023-24, the Board has focused on refining our business planning and strengthening our financial management processes, ensuring that the organisation remains resilient and well-positioned for the future.
There has also been extensive work around succession planning with our longstanding Chair, Stephen Dauncey, due to step down having been in post since 2017. Stephen has been the central driving force for this important work which has provided clarity and stability for the organisation.
With the new strategy now embedded, Manchester Camerata has commenced the process of recruiting a new Chair to lead the next phase of our journey. That new Chair will be supported by our expert and experienced board members, all of whom underwent a 360° appraisal in 2023-24, reinforcing our commitment to continuous improvement and strong leadership.
Another key activity in 2023-24 was the Board’s implementation of new financial controls and the taking of significant steps to secure our reserves position. These measures are critical as we navigate an increasingly complex financial landscape. Taken together, they will ensure that our resources are managed in a way that delivers stability for our team and impact for our audiences.
There were further changes to our finance function in 2023-24, with long-serving Finance Director, Chris Pearson, stepping down to retire and the welcome of Rachel Durkin in post.
In 2023-24 the Board also played a critical role in ensuring that there was an in depth and informed debate around the merits and risks of our continuing work in the Middle East. Throughout the year, the board engaged in extensive discussions to ensure due diligence around these activities. After careful consideration and debate, a position paper was agreed, setting clear parameters for our work in the Middle East and highlighting the financial and artistic value that it contributes to our overall mission.
The Board also played an important role in shaping our participation in the new National Centre of Excellence for Music and Dementia. When it became evident that only a charity could lead this initiative, the Board carefully evaluated the opportunity in relation to our existing associated company, Music in Mind Remote LTD.
As we move into this new phase, it is likely that Music in Mind Remote LTD, a non-charitable entity, will become dormant. The strategic decision to lead the new National Centre has effectively streamlined a previously complex structure into a more straightforward governance model, ensuring clarity around our leadership for this pioneering initiative.
Looking Forward
As we move into 2024-25, the Board will continue to drive Manchester Camerata’s strategy forward, maintaining a clear vision that aligns with our core values. A new Chair will be recruited and the wider Board will continue to challenge the organisation to be bold and ambitious in serving our audiences, musicians, and the communities in which we work.