Governance Framework
Roles and Responsibilities
Project Director
Primary Accountability: End-to-end delivery success
- ✓ Overall programme management and reporting
- ✓ Risk escalation and mitigation ownership
- ✓ Stakeholder coordination and engagement
- ✓ Board and funder reporting
- ✓ Gate decision preparation
Artistic Director / Venue Manager
Primary Accountability: Programming, cultural vision, operational readiness
- ✓ Artistic vision and programming strategy
- ✓ Venue operational requirements (capacity, facilities, safety policies)
- ✓ Staffing and training plan
- ✓ Community and artist engagement
- ✓ Operational launch readiness
Technical Director / CDM Principal Designer
Primary Accountability: Technical delivery, safety, compliance
- ✓ Design strategy and technical specification
- ✓ CDM duties (Principal Designer role)
- ✓ Building Control liaison
- ✓ Fire strategy and safety plan
- ✓ Contractor management
Finance Lead
Primary Accountability: Capital, revenue, funding compliance
- ✓ Budget control and cost reporting
- ✓ Funding compliance and grant management
- ✓ Contingency and risk financial exposure
- ✓ Capital release decisions (gate approval)
- ✓ Supplier payments and procurement
Safety Lead / CDM Principal Contractor
Primary Accountability: Site safety, H&S, emergency procedures
- ✓ Health and Safety Plan (HSP) ownership
- ✓ Risk Assessments and Method Statements (RAMS)
- ✓ Site inspections and incident reporting
- ✓ Contractor site induction and supervision
- ✓ Fire strategy and emergency planning
RACI Matrix (Decision Authority)
R = Responsible (does the work) |A = Accountable (final decision) |C = Consulted (provides input) |I = Informed (kept in the loop)
| Decision / Activity | Project Dir | Artistic Dir | Tech Dir / CDM | Finance | Safety Lead |
|---|---|---|---|---|---|
| Programme governance approval | R | C | C | C | C |
| Gate 1: Go/No-Go decision | R | A | A | A | C |
| Design approvals | C | A | R | C | A |
| Budget allocation / release | C | I | C | A | C |
| Contractor selection | C | I | R | C | A |
| Health & Safety Plan approval | I | I | A | I | R |
| Risk register updates | A | C | C | C | C |
| Gate 2: Ready to Operate | R | A | A | A | A |
Three-Phase Gate Model
Gate 0 → 1: Discovery Exit
Decision Point: Proceed to Implementation?
Required Evidence:
- ✓ Site feasibility confirmed (surveys, consents roadmap)
- ✓ Cost and revenue model realistic and endorsed
- ✓ Funding strategy viable and pathway clear
- ✓ Key risks identified and mitigation planned
- ✓ Governance and team in place
Authority: Board/Trustee approval + funder endorsement (if grant-dependent)
Gate 1 → 2: Implementation Exit
Decision Point: Ready to open?
Required Evidence:
- ✓ All consents and licenses granted in full
- ✓ Build/fit-out complete and signed off
- ✓ Staff trained and operational policies documented
- ✓ Safety sign-off (fire, H&S, accessibility)
- ✓ Soft opening / dry run successful
Authority: Project Director + Technical Director + CDM Principal Designer
Gate 2 → 3: Project Closure
Decision Point: Transition to Operations; Project complete?
Required Evidence:
- ✓ First 4 weeks of operations stable (no major incidents)
- ✓ Learning log completed and lessons captured
- ✓ Final project accounts reconciled
- ✓ Handover documentation complete
- ✓ Demobilisation safe and site clean
Authority: Project Director + Board
Key Principle: “No surprises”
Governance succeeds when board members, funders, and stakeholders are never surprised. This requires:
- ✓ Clear escalation: Issues flagged to Project Director within 48 hours
- ✓ Monthly reporting: Consistent RACI updates and risk register
- ✓ Early gates: No surprises at decision gates—evidence gathered progressively
- ✓ Transparent risk: Open dialogue about cost, timeline, and scope trade-offs