Propellor governance workshop_15mar2013
Upcoming SlideShare
Loading in...5
×
 

Like this? Share it with your network

Share

Propellor governance workshop_15mar2013

on

  • 1,427 views

This presentation features the Governance Module of the Social Enterprise Learning Toolkit developed by Enterprising Non-Profits. The Toolkit offers a number of different learning modules and can be ...

This presentation features the Governance Module of the Social Enterprise Learning Toolkit developed by Enterprising Non-Profits. The Toolkit offers a number of different learning modules and can be found on the enp website at www.enterprisingnonprofits.ca

Statistics

Views

Total Views
1,427
Views on SlideShare
304
Embed Views
1,123

Actions

Likes
1
Downloads
21
Comments
0

7 Embeds 1,123

http://www.socialenterprisecanada.ca 641
http://www.enterprisingnonprofits.ca 409
http://gestion.webconcepteur.com 67
http://enp.raisedeyebrowclients.com 2
http://translate.googleusercontent.com 2
http://127.0.0.1 1
http://seheroes.ca 1
More...

Accessibility

Upload Details

Uploaded via as Microsoft PowerPoint

Usage Rights

© All Rights Reserved

Report content

Flagged as inappropriate Flag as inappropriate
Flag as inappropriate

Select your reason for flagging this presentation as inappropriate.

Cancel
  • Full Name Full Name Comment goes here.
    Are you sure you want to
    Your message goes here
    Processing…
Post Comment
Edit your comment
  • Definition from Governance as Leadership, p.16“the use of authority to set an organization’s purposes and to ensure it serves those purposes effectively and efficiently”
  • However, it does not necessarily divide the strategic and operational work by board and staff
  • However, it does not necessarily divide the strategic and operational work by board and staff
  • Duties of loyalty and care – prevent trouble rather than promote success?Fiduciary work of oversight
  • Example of Social Enterprise(s) within organizationCoast Mental Health is a non-profit organization with a mission to promote recovery of persons with mental illness. Their programs and services provide supported housing and employment services across the Greater Vancouver area.They also run Landscaping with Heart – a soft landscaping and maintenance social enterprise that provides people living with mental illness with professional landscaping training and employment – and Sewing with Heart – a social enterprise that supports employment of clients as sewers.Example of Social Enterprise owned by Non-profitAtira Women’s Resource Society is a non-profit organization with a mission to support all women and their children who are experiencing the impact of violence committed against them and/or their children.They provide housing, advocacy and support to women and their children. Atira Women’s Resource Society launched and is the 100 percent owner of Atira Property Management Inc – a social enterprise that deliver property management solutions for strata corporations, building owners, housing cooperatives, not-for-profit societies and developers in Greater Vancouver.Key Difference between Coast Mental Health and Atira examples – social enterprise is “in house” versus a legally distinct entity – separate governance (board). When the social enterprise is “in house”, it is even more important to articulate how governance will operate.Example of Social Enterprise as the organizationPotluck Café Society is a registered charity and social enterprise with a mission to “transform lives by creating jobs and providing healthy food for people living in Vancouver’s Downtown Eastside.” In addition to its training and employment program, Potluck also delivers a low-income resident meal program and community kitchen program.Ask participants how many are using social enterprise as part of an overall organization’s strategy versus social enterprise being the organization.
  • It is important to understand how you:Measure success – both mission and money. Need a baseline and for setting targets.How this information will be used to drive decisions (Day-to-day management and Governance)Show your value to stakeholders.Identify where you are performing less than expected to inform risk management and to adjust operations and/or expectations4 steps to DV:Map information needs – what do you want to know and showDefine information collectionDesign an enterprise snapshotDevelop snapshot and implement collection improvements

Propellor governance workshop_15mar2013 Presentation Transcript

  • 1. 1Implementing Governance foryour Social EnterpriseAn enp Strengthening Your Skills workshop
  • 2. 2At the end of this workshop, you will have:1 A working definition of governance anddifferent options for your social enterprise.2 An assessment of the areas where governancecan be addressed further for your socialenterprise.3 An initial action plan for implementing thechanges you have identified for yourgovernance processes.Workshop Objectives
  • 3. 3We will look at how to implementgovernance for your social enterpriseSource: www.enterprisingnonprofits.ca/learning-toolkitsSocialEnterpriseLearningToolkit
  • 4. 4“Governance determines who has power,who makes decisions, how other playersmake their voice heard and how accountis rendered.”What is governance?Governance defines who makes decisions andhow decisions are made for your organization.Source: Institute on Governance
  • 5. 5Governance is focused on strategicdecisions which directly influence theoperational decision-making processStrategicOperational
  • 6. 6Governance is focused on strategicdecisions which directly influence theoperational decision-making processOperationaldecisionsStrategicDecisionsGovernance
  • 7. 7What are the keys to good governance?• Vision: envisioning the future and developingthe mission• Direction: setting the goals and policies forthe social enterprise• Guidance: providing advice and direction• Commitment: being engaged emotionally andintellectually to the social enterprise• Transparency: maintaining regular andmeaningful sharing of information• Due diligence: assessing and managing risksrelated to relevant legislation and regulationsEnablingoutcomesEnsuringcomplianceSource: Establishing Governance, MaRS Guide
  • 8. 8What elements support good governancewithin an organization?Mission, Vision andStrategyStakeholderEngagementDefinedAccountabilityfor DecisionsData andInformation toInformDecisions
  • 9. 91. Start with your Mission, Vision andStrategyMission, Vision andStrategyStakeholderEngagementDefinedAccountabilityfor DecisionsData andInformation toInformDecisions
  • 10. 10Your SocialEnterpriseMission andVisionStrategy• a long term plan of action designedto achieve a particular goal• differentiated from tactics orimmediate actions with resources athandSource: http://www.websters-online-dictionary.orgStrategicPlanBusinessPlanMission and Vision• Describes your target beneficiary andoutcomes you expect to achieve• Explanation of what success looks likeSource: Business Planning for Enduring Social Impactinforms keydecisions onyour strategydrives thedecisions onwhat actionsto take1. Start with your Mission, Vision andStrategy
  • 11. 112. Identify your key stakeholdersMission, Vision andStrategyStakeholderEngagementDefinedAccountabilityfor DecisionsData andInformation toInformDecisions
  • 12. 12Decision-makingprocessDirectorsExecutiveDirector/CEOStaffVolunteers SuppliersSponsors/FundersCustomers?2. Identify your key stakeholders
  • 13. 133. Identify who is accountable and involvedin making key decisionsMission, Vision andStrategyStakeholderEngagementDefinedAccountabilityfor DecisionsData andInformation toInformDecisions
  • 14. 14Mission and overall goals forthe social enterpriseKey DecisionsTarget outcomes and budgetfor the next 12 monthsExtending hours of thesocial enterpriseBy March 31Every 2-3 yearsTimingBy March 31(year-end)AnnuallyWithin next 2months(one-off decision)Strategic PlanBusiness PlanInfo RequiredFinancials fromlast 2 yearsProposal for newhours andjustificationKey StakeholdersResponsible& ApproveBoard CEO StaffInput InputApprove Responsible InputInput Approve Input3. Identify who is accountable and involvedin making key decisions
  • 15. 15Social entrepreneur with anadvisory boardSocialEntrepreneurSocial enterprise within anon-profit organizationBoard ofDirectorsProgramManager(s)SocialEnterpriseManagerAdvisoryBoardSocial enterprises can have differentgovernance structuresExecutiveDirector
  • 16. 16Why have a board?• Expertise• Consultation for technical matters – e.g. audits, investmentstrategies, legal questions, real estate, marketing• Legitimacy• Potential clients, funders, staff can look at the board as anindication of legitimacy• Relationships• Connection and influence with key stakeholders• For discipline and rigour• Simply having a board increases attention to regularreporting and management processesSource: Governance as Leadership, BoardSource
  • 17. 174. Gather data and information to informyour decision-makingMission, Vision andStrategyStakeholderEngagementDefinedAccountabilityfor DecisionsData andInformation toInformDecisions
  • 18. 18What data do you need to make yourkey decisions?Mission and overall goals forthe social enterpriseKey DecisionsTarget outcomes and budgetfor the next 12 monthsExtending hours of thesocial enterpriseBy March 31Every 2-3 yearsTimingBy March 31(year-end)AnnuallyWithin next 2months(one-off decision)Strategic PlanBusiness PlanInfo RequiredFinancials fromlast 2 yearsProposal for newhours andjustificationKey StakeholdersResponsible& ApproveBoard CEO StaffInput InputApprove Responsible InputInput Approve InputIdentify the specific data elements youneed and the sources for this data
  • 19. 19Source: www.demonstratingvalue.orgDemonstrating Value is a framework andtool for getting the data to inform yourkey decisions
  • 20. 20How clear and effective is governancefor your social enterprise today? Assess your governanceUsing the Governance Self-Assessment Tool, for each element:1 Determine the current level your social enterprise is at2 Assign a priority level3 Capture any ideas for action that you have to implement orimprove this element.
  • 21. 21Who is involved in the decision-makingprocess for your social enterprise? Define your decision-making processIdentify 2 or 3 key decisions that are important for your social enterprise.Using the Governance Definition Tool, write down the following:1 Description of the decision that needs to be made2 The timing of the decision in terms of a specific date and, if it is arecurring decision, the frequency3 Identify who is/needs to be:• Responsible for making the decision• Approver for the decision (who is ultimately accountable)• Consulted and involved in the decision• Informed of the decision once it has been made
  • 22. 22Identify your prioritiesEstablish your action plan by firstidentifying your top prioritiesRefer back to yourSelf-Assessment.• Which areas didyou identify aseither not existingor needing work?• Of those areas,which did youidentify as apriority?Our Goals for Governance1 .2 .3 .
  • 23. 23Take action – your next steps!• Use the tools and templates provided: Governance Self-Assessment Tool Governance Definition Tool Action Plan Template• What actions will you need to take within thenext 4 weeks?• Who will you engage and why?• Review of the status of your action planswithin 4 to 6 weeks.