Linking Strategy And Governance

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  • 1. Ontario Council of Organizations Serving Immigrants – ED Forum
    Strategic Planning and Governance –
    November 3rd, 2009
  • 2.
  • 3. Strategic Planning
    Where are you going?
    How are you going to get there?
    What rules are you going to follow?
    How will you know that you are on the right track and how will you know when you have arrived?
  • 4. Strategic Planning Process
    6. Implementation
    CURRENT STATE
    DESIRED FUTURE STATE
    1. Set ContextInterviews, Surveys& Community Profile
    5. Implementation Plan Objectives, AccountabilitiesBudgets, Risk Management,Update/Revision Process
    2. Define Strategic FrameworkVision, Mission, Values, & Strategic Priorities
    3. Define GoalsCurrent State Assessment, SWOTGap Analysis, and Definition of Goals
    4a. Refine & Ratify
    Strategic Framework
  • 5. Mapping the Future
    Formulate aspirations that are worth believing in and fighting for by meeting three challenges:
    Challenge #1 - Vision Statement
    Challenge #2 - Mission Statement
    Challenge #3 - Core Values
    Challenge #4 – Strategic Priorities
  • 6. Community Vision – Key Questions
    What are your ultimate hopes for this community?
    What conditions in your community would have to exist (within the segments you serve) for your organization to no longer be needed?
    I wish to live in a community that…..
  • 7. Vision
    Your ultimate hope for your target population:
    Habitat for Humanity Canada: “A world where everyone has a safe and decent place to live.”
    Hospital for Sick Children (Sick Kids): “Healthier children. A better world.”
    Canadian Cancer Society: “Creating a world where no Canadian fears cancer.”
  • 8. Mission – Key Questions
    To achieve the vision, whose needs will you serve?
    What role should you play in addressing these needs?
    Our mission is to do……..for……..
  • 9. Mission
    The role your organization currently has, or would like to have, in realizing its vision.
    Habitat for Humanity Canada: “To break the cycle of poverty and build strong communities by helping people gain access to affordable and sustainable housing”
    Sick Kids: “As innovators in child health, we will lead and partner to improve the health of children through the integration of care, education and research.”
    “The Canadian Cancer Society is a national, community-based organization of volunteers whose mission is the eradication of cancer and the enhancement of the quality of life of people living with cancer.”
  • 10. Core Values-Key Questions
    What do we value in terms of how we do what we do?
    What do we value in our relationships with each other and our partners?
    What principles or beliefs should guide our work?
    What do board members and employees stand for and embrace?
    What rules will we follow?
  • 11. Core Values
    What your organization believes in, stands for, and embraces.
    Sick Kids:
    “Excellence– in compassionate family-centered care and service that embraces diversity; in management and decision making; in promoting teamwork and encouraging leadership; and in a safe and healthy environment.”
    “Integrity– in our commitment to accountability and transparency; in respect for all; in effective communication; and in our ethical practices.”
    “Collaboration– in all our relationships; with families and children throughout the care process; building knowledge and capabilities across the health-care system; and supporting transitions of care and service.”
    “Innovation– in creating, evaluating and disseminating new knowledge; in developing and implementing creative approaches for family-centered care, research and education; and in responding to the unique and changing needs of children and of the health-care system.”
  • 12. Strategic Priorities
    Define what your organization will do about its most critical, strategic issues.
    Each strategic priority should define two key elements:
    The critical issue that the organization must address to deliver on its mission, and
    Measurement.
  • 13. Strategic Priorities
    Program Priority
    What must you excel at in order to achieve it mission?
    Through our…understand and meet the social services needs of the vulnerable/community
    Needs assessment
    Set priorities
    Product services design
    Evaluate
  • 14. Strategic Priorities
    Stakeholder Priority
    Who are your stakeholders?
    What value do you offer them?
    What do you want them to be saying about you?
  • 15. Strategic Priorities
    Organizational Priority
    How will we sustain our ability to change and grow?
    Human resources
    Infrastructure (IT, buildings…)
  • 16. Strategic Priorities
    Financial Priority
    How do we wish to appear to our funders?
    To meet our future needs – what should the funding mix be?
    What should our budget be?
  • 17. Gap Analysis
    Gap between Current State and Future Vision
    Future Vision
    Strategic
    Gap
    Current State
  • 18. Supporting Goals – Key Questions
    What is your organization’s current state relative to each strategic priority?
    What are the major, strategic gaps between your current state and each strategic priority?
    What goals will need to be achieved to bridge the gaps over the next 3-5 years?
  • 19. Intro to Governance
    Governance
    Make policy
    Limitations on management
    Hire CEO
    Due diligence
    Audit
    Raise funds
    Lobby
  • 20. Intro to Governance
    Governance(working definition)
    Where are you going?
    How are you going to get there?
    How will you know?
    What rules will follow follow?
    Vision/Mission/Values/Strategic Priorities
  • 21. Intro to Governance
    Governance - Fiduciary Duties
    Required to exercise their power with competence (or skill) and diligence in the best interests of the corporation
    Duty of Care
    Skill/competence
    Diligence
    Duty of Loyalty (no profit/conflict of interest)
    Honesty
    Good faith
  • 22. Intro to Governance
    Governance
    Carver model
    Policy
    Delegation
    Means/ends
    Management model
    Intrinsically involved
    Day to day decisions
    Representational Model
    Focus on interests of subordinate concerns
  • 23. Governance as Leadershipin 3-Part Harmony
    Adapted from
    “Governance as Leadership”
    Richard Chait et al. 2005
    Fiduciary Mode
    Governance
    as
    Leadership
    Strategic Mode
    Generative Mode
  • 24. Board Development
    Ethical Conduct
    Policies procedure
    Meetings
    Evaluation/reviews
  • 25. How to link strategic planning and governance?
    Individuals support what they help create
    The Board’s role is to cause planning to occur – not necessarily to do the planning
    One day events rarely work
    Strategic planning is about a robust process
    Consult broadly and use a cross-functional planning team
  • 26. Strategic Planning Process
    6. Implementation
    CURRENT STATE
    DESIRED FUTURE STATE
    1. Set ContextInterviews, Surveys& Community Profile
    5. Implementation Plan Objectives, AccountabilitiesBudgets, Risk Management,Update/Revision Process
    2. Define Strategic FrameworkVision, Mission, Values, & Strategic Priorities
    4b. GovernanceReview
    3. Define GoalsCurrent State Assessment,Gap Analysis, and Definition of Goals
    4a. Refine & Ratify
    Strategic Framework
  • 27. Governance Principles
    Governance Principles
    In order for the Board to support the implementation of the Strategic Plan, what are the principles that the Board should follow?
  • 28. Example: Governance Principles
    Lay solid foundations for management and oversight by recognizing and publishing the respective roles and responsibilities of board and management.  
    Structure the board to add value by designing a board of an effective composition, size and commitment to adequately discharge its responsibilities and duties. 
    Actively promote ethical and responsible decision-making  
    Safeguard the integrity in financial reporting.  
    Make timely and balanced disclosure.
  • 29. Example: Governance Principles
    Respect the rights of stakeholders and facilitate the effective exercise of those rights.  
    Recognize and manage risk.
    Encourage enhanced performance.
    Remunerate fairly and responsibly. 
    Recognize the legitimate interests of stakeholders.
  • 30. Competencies
    Competency Identification and Development
    What competencies are required of the Board in order to ensure the success of the Strategic Plan?
    Are these competencies in the Board?
    How do you close the gap?
  • 31. Strategic Planning: The Case Study
    Community Vision – The county is a strong, caring, healthy community where families and individuals are empowered to access the resources they need to thrive.
    Mission-In collaboration with our community partners, we provide timely and responsive individual, couple and family counseling regardless of spiritual orientation or ability to pay
  • 32. Strategic Planning: Creating the Future State
    Values –Our values are:
    Respect - We treat people with dignity. We are individually accountable for how we act and behave.
    Excellence - We provide quality counseling and support.
    Social Justice - We treat people and groups fairly and offer, through our services, an opportunity for families to receive a just share in the benefits of society.
    Transparency - We hold a privileged position of trust. We communicate our results and our challenges.
    Compassion - We balance emotional concern with an informed course of action.
    Commitment to Serve - It is an honour to invest our lives in helping others. We seek to understand the needs of those that we serve and provide for those needs.
    Entrepreneurial Spirit - We actively seek opportunities to learn,change and grow.
  • 33. Strategic Planning: Priorities2008 - 2012
    Financial
    We will diversify funding and achieve stable and predictable revenue to support its work
    We will grow its operating budget to $3 million
    Internal Business Processes
    Stakeholder
    Vision Mission Values
    We will be a leader in the County and provide the highest quality services to individuals, couples and families
    We will meet the needs of individuals, couples and families regardless of their ability to pay.
    Human Resources
    We will be the most rewarding agency at which to work, learn and grow.
  • 34. Governance Principles -
    Directors are encouraged to actively participate through being informed, independent, conducting self-evaluation, ongoing development and contributing;
    Board will add value to the agency and the agency add value to the community;
    Directors will ensure financial oversight and accountability;
    The Board will ensure disclosure and transparency to stakeholders;
    The Board will establish clear strategic direction, and
    The Board will focus on fiduciary responsibilities
  • 35. Board Competency
    Governance experience;
    Financial Savvy;
    Knowledge of the whole community;
    Commitment to continuous learning;
    Ambassadorship;
    Risk Management;
    Human resource;
    Policy Development;
    Social Service experience, and
    Fund raising experience.
  • 36. Board make-up
    Including appropriate competency and:
    The Board will reflect the community (including catholicity), and
    The Board will reflect diversity.
    • The Board will be recruited using the competencies previously mentioned - number total 11.
  • Board Committee Structure
    Audit committee – financial, health and safety, employee standards, public health, and environmental;
    Policy/Procedures (governance) committee – to examine bylaws (currently there are multiple bylaws in use);
    Finance Committee, and
    Recruiting and Nominating (HR) committee.
  • 37. Board/Management Split
    Board role: set strategic plan and provide appropriate oversight;
    Management role: Execute the approved business plan within the oversight parameters set by the Board;
    Executive Director role: Responsible to the Board for the execution of the Strategy as defined by the annual Business Plan
    Report to the Board significant variances from the existing Business Plan
    Management/Board liaison, and
    Ensure that joint planning cycle is conducted
  • 38.
  • 39. Strategic Planning Session
    John Baker
    Aperio
    215 Spadina Ave Suite 170
    Toronto, ON
    M5T 2C7
    1-800 -479-2782
    www.aperio.ca
    End of Presentation