The Legacy Question is: “Are we nurturing the structures that will allow this impact to outlast our current leadership?” This framework turns that question into a structured diagnostic, examining the gap between personal impact and institutional resilience and mapping the governance interventions needed to close it. It is designed for boards, founding teams, and executive directors who are serious about institutional continuity.
Complete this diagnostic with honesty, not aspiration. The most useful responses are the uncomfortable ones.
| Organisation | Date | Completed by |
|---|---|---|
Part 1 — The Dependency Audit
For each area, identify whether it currently depends on specific individuals rather than systems, and how severe that dependency is. Score: 1 = Fully systemized, 2 = Partially systemized, 3 = Largely personal, 4 = Entirely personal.
| Area | What depends on people, not systems | Score (1–4) | Priority to address |
|---|---|---|---|
| Strategic direction and vision | |||
| Key funder and partner relationships | |||
| Decision-making authority | |||
| Institutional memory and knowledge | |||
| Programme delivery and quality | |||
| Staff culture and team cohesion | |||
| External credibility and reputation | |||
| Financial management and oversight |
Part 2 — The Seven Legacy Questions
Answer each question in writing. These questions are designed for board-level reflection — not individual completion. The most useful responses name specific people, relationships, and processes.
| # | Question | Response |
|---|---|---|
| Q1 | If the founding director were not here next year, what would this organisation lose the ability to do? | |
| Q2 | Which of our most important funder and partner relationships exist because of individuals, not the institution? | |
| Q3 | Where does institutional knowledge live — in systems and documentation, or in people’s heads? | |
| Q4 | Could our board make the three most important strategic decisions of the next year without executive input? | |
| Q5 | What would a new executive director need to know that is not written down anywhere? | |
| Q6 | How would our culture and values be preserved through a significant leadership transition? | |
| Q7 | What does this organisation need to build or formalise in the next 12 months to reduce personal dependency? |
Part 3 — Institutional Continuity Action Plan
Based on your dependency audit and legacy question responses, identify the five most important actions required to reduce personal dependency and strengthen institutional resilience.
| Priority | Action required | Current risk if not done | Responsible | Deadline |
|---|---|---|---|---|
| 01 | ||||
| 02 | ||||
| 03 | ||||
| 04 | ||||
| 05 |
Interpreting Your Dependency Audit Scores
| Score band | Interpretation |
|---|---|
| Mostly 1–2 Resilient | Your organisation is substantially systemised and could survive significant leadership transitions. The focus now is maintenance, ensuring systems remain current and new staff are integrated into them. |
| Mostly 2–3 Developing | Important systems exist but key dependencies remain. Prioritise the areas scored 3 or 4 — these are the fragility points a sudden leadership transition would expose. |
| Mostly 3–4 Fragile | The institution is currently held together by individuals more than systems. This is common in founder-led organisations, but it is a structural risk that compounds over time. The Legacy Question Framework is the starting point for closing this gap. |