Restless Dance Theatre is a dance theatre company by dancers with and without disability.
Based on Kaurna Yerta in Adelaide, the organisation has grown from a small community-based organisation into a company with a national and international profile.
But this growth has meant the organisation’s structure needed to grow too.
The need to share knowledge
Restless realised important knowledge – like vital stakeholder relationships, sector knowledge and historical context of the organisation – sat with only one or two long-serving people.
This knowledge needed to be documented and shared to ensure the organisation’s success continued in even when people left, changed roles or took leave.
‘When we looked at the core roles, one person was doing the role of nine people,’ says CEO Julie Moralee.
A human-centred approach to succession planning
Restless reviewed how work was shared across the organisation. The team called this ‘human resource planning’ rather than ‘succession planning’. This language mattered.
It shifted the focus away from replacing one person towards valuing people and relationships so that knowledge and decision-making could be shared over time.
The organisation audited core roles, daily tasks, relationships, decision points and skills gaps to see where leaders were carrying too much. This showed where work needed clearer ownership, better documentation and more support. It also helped shape training and mentoring plans.
Defining new roles to share the load
Restless created new roles so leadership no longer wore multiple hats. This involved defining each role’s scope and contribution. It was also prioritised finding staff and board members who shared its values and purpose. This was vital given how deeply connected the theatre is to its artists, communities and mission.
Future-proofing its systems
Restless also improved its systems, including documents and processes that explain how the organisation works. The goal was to make it easier for future staff and board members to understand the company’s practice, relationships and responsibilities.
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How would someone 10 years from now find that information?
Creating a stronger base for the future
By documenting knowledge, defining roles and building the right relationships, Restless has reduced its reliance on a few key people. The work has also created a clear path for staff and board members to confidently step into new responsibilities.
For Restless, planning for the future is ongoing work, not a one-off task. The work protects the organisation’s history and prepares it for change.
This goes beyond ensuring business continuity.
It’s also about being thoughtful and taking care of its artists, staff, communities and the organisation’s purpose.
Key learnings
- Share responsibilities before one person carries too much: Start by mapping who does what. This helps you can see where work and knowledge currently sits. Then define new roles to share the load.
- Be thoughtful with the language you use: Use language that helps people feel part of future planning.
- Think long-term when documenting processes: When documenting processes, asking yourself: ‘How can we explain this so future staff and leaders can find what they need?’
- Find and nurture the right people: Build a network of people who genuinely share your mission and values, not just those who fill a skills gap. These people are your potential future staff and board members.
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- Creative Australia
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- Case Study
