As the Melbourne Symphony Orchestra (MSO) crisis continues – reaching almost operatic levels of drama after the company’s ex-CEO Sophie Galaise told her story to The Australian last week – it appears this particularly explosive situation points to some similar (though far less dramatic) governance problems that other not-for-profit arts companies have been encountering for years.
At the heart of the issue is that, in the current context, most Australian arts organisations are governed by boards made up of individuals who do not work within those arts organisations, but who are responsible for steering their most important strategic and financial directions.
