Ed Linking Strategy And Governance C4 D4


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Ed Linking Strategy And Governance C4 D4

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