Manchester Collective is a new kind of classical music organisation, fit for the 21st century. Its mission is twofold: to create ambitious, original musical productions that break with convention and embrace artistic risk; and to engage a broader, more diverse range of people with that work. It tirelessly seeks ways to reach those who are currently artistically underrepresented and culturally underserved. Through brave commissions, performances in non-traditional spaces, an accessible communication style and highly tailored digital marketing, it attracts audiences who do not typically engage with live classical music, as well as genre devotees.

Manchester Collective's commitment to the innovation of this heritage art form goes way beyond the organisation. Over the last two years, it has designed and piloted a range of education and industry training initiatives to equip artists with the mindset, skills, and creative agency the Collective believes they need to establish and sustain a contemporary career. Manchester Collective is regularly in demand at conservatoires, contributes regularly to key music education and industry publications. The Collective continues to speak at major conferences and university discussion forums about inclusivity and relevance in classical music. Its mission is not only to diversify artistic content and leadership at the highest sector level, but to level up artist development and employment opportunities for freelance creatives, which are still overwhelmingly weighted towards London and the southeast. Proudly rooted in the north of England, Manchester Collective demonstrates that cutting edge musical art of national and international significance can, and must, be created here.

Manchester Collective is a diverse-led, Charitable Incorporated Organisation. As such, the organisation is governed by a Board of Trustees, two thirds of whom are female, who oversee the work of the organisation. While the senior management responsible for the day-to-day running of the Collective are experienced professionals, it is the Board who oversee and ensure its successful planning, delivery, policy, strategy, monitoring, and reporting.

The Board currently comprises six individuals, two of whom are artist representatives. Given the artist-led design of the Collective, having creatives at Board level has been a crucial element of the governance structure since the organisation was founded. In addition to their responsibilities as regular Board members, artist representatives are responsible for monitoring and reporting on any artistic matters that they deem worthy of Board discussion and oversight.

There are four primary mechanisms by which the Board exercises its oversight function.

1. Board meetings. These sessions occur on a quarterly basis and are the highest-level governance system in place. Minutes are distributed to Board members the week after each session, outlining agreed actions and recording the result of any votes or decisions that the Board have taken. In addition to the quarterly sessions, Board members can call a meeting at any time, as outlined in Clause 15 of the governing document. Since November 2021, there has been a particular Board focus on the progress of the Collective as they work to embed the Arts Council Investment Principles in their work; for example, there is already a standing agenda item at every board meeting devoted to the Environmental Sustainability and Inclusivity & Relevance principles. Other agenda items at each quarterly session include a declaration of interests, a financial / cashflow report, an activity report from the Chief Executive and Music Director, and discussion of any governance matters that have arisen in the last quarter. Board members can propose other relevant matters for discussion at their discretion. Two weeks before every board meeting the Chair works with senior management to create and distribute an agenda for the upcoming session. Reports and submissions to the board are made by the Chief Executive and other relevant staff one week before the meeting. The nature of these reports varies depending on the agenda but will always include a financial report (including cashflow projection, statement of financial activities, and balance sheet). Throughout the investment period, Manchester Collective will also use its detailed Investment Principle and Activity plans to inform its reporting and ensure it is making acceptable progress.
2. Subcommittees. Manchester Collective has always had an Artist Committee to ensure artists are being treated fairly and that artistic projects are being managed effectively. However, as the organisation has expanded the governance structure of the Board has also evolved. The Board has a further four subcommittees in place, comprised of Trustees who have a specific area of expertise and oversight. These are: Environmental Sustainability, Inclusivity and Relevance, Governance and Finance, Artistic Planning and Communications. Subcommittees operate outside of Board meetings, working with senior management to monitor performance and progress in their respective areas. At Board meetings, the Subcommittee lead is responsible for reporting on their area to the Board.
3. Monthly Reports. On the first day of every month, the Chief Executive prepares and distributes a written report on the recent activities of Collective. These reports are typically concerned with delivery, but might also cover development, communications, or managerial activity.
4. Quarterly Chair / CEO sessions. The Chair holds quarterly meetings with the Chief Executive. In addition to financial monitoring, these sessions are an opportunity for the Chief Executive to raise managerial concerns and discuss long-term strategy with the Chair.

Manchester Collective is seeking up to three new Trustees who are aligned to its mission, and have the relevant knowledge to specialise in one of the following areas to support the charity in ensuring its future success.

Fundraising: Candidates will have strong regional, national and international networks. They will have a good understanding of philanthropy and experience of fundraising at a senior level, ideally in the arts. This Trustee will also lead Manchester Collective's Development Advisory Group, working with its Executive team in a hands-on capacity to increase our income from major gifts.

Sustainability: candidates will bring experience of developing environmental sustainability and carbon reduction strategies. The Board is interested in candidates who bring a professional background in sustainability or environmental issues and will have experience of advising organisations on how they improve their contribution to the environment.

Legal, HR or Finance: candidates may come from a variety of professional backgrounds including (but not limited to) legal, HR and Finance, and will bring senior leadership experience from within their chosen profession. These candidates will be able to challenge senior leadership within Manchester Collective.

Above all, candidates will be aligned with Manchester Collective's commitment to Diversity and Inclusion, and will share a passion for classical music in all of its forms. 

You can read more about the make-up of the Board here.

There are four Board and four Sub-Committee meetings per year, which are held once per quarter. Additional preparatory reading may be required before meetings. Trustees are expected to attend concerts and engage with the board on an ad hoc basis.

Board members are appointed for a three-year term and can serve a maximum of two consecutive terms before they retire, ensuring a continuous flow of diverse ideas and perspectives at the highest level of the organisation. New trustees are elected via an open recruitment process. A shortlist of candidates is interviewed by a minimum of two Board members (one of whom must be from the G&F subcommittee). The interview panel then make a recommendation to the board, which is discussed and ultimately voted on. While senior management may be consulted as a part of the process, the Board acts autonomously and without interference to make new appointments. Upon their successful appointment, every Board member must make a declaration of potential conflicts of interests or loyalties in writing. This record is in addition to the verbal declaration of interests that is covered at the start of every Board meeting.

This position is unenumerated, but reasonable travel and subsistence expenses will be reimbursed.

Candidates will be UK-based, with a strong connection to the North of England.

Manchester Collective strongly welcomes applicants from everyone regardless of age, gender, ethnicity, sexual orientation, belief or disability. As people from ethnic minority backgrounds are currently under-represented on the Board, applications from those individuals would be particularly encouraged. All appointments will be made on merit, following a fair and transparent process. In line with the Equality Act 2010, however, Manchester Collective may employ positive action where candidates from underrepresented groups can demonstrate their ability to perform the role equally well.