A5 b1 risk assessement_suzanne gibson_en
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The document discusses risk assessment and management for non-profit organizations. It defines risk management as identifying threats to an organization, analyzing their significance, and eliminating, transferring, mitigating, or accepting the risks. The document outlines different categories of risk such as financial, operational, legal, strategic, governance, and reputational. It emphasizes that risk management is an active process of identifying risks, assessing their likelihood and impact, and developing action plans to manage risks.
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A5 b1 risk assessement_suzanne gibson_en
- 1. Risk Assessment and Management 2011 OCASI Executive Directors Forum Re-Imagine the Sector November 10 and 11, 2011 Presented by Suzanne Gibson
- 15. What Are Major Risks Your Organization May Encounter? Risk Assessment and Management
Editor's Notes
- Supporting Great Governance Day 1 of 1
- Supporting Great Governance Day 1 of 2 9;00 am start Joan (or Jo) to welcome folks and to outline: Why ONPHA decided to provide this training, why it is needed and the ultimate goal Why a focus on PMs and EDs - ONPHA believes that the senior staff person has a unique role to play in animating their Boards to be great 2-days of learning, group work and sharing - plus there is a resource rich toolkit that contains loads of tools and helpful working documents ONPHA also provides ongoing resources through its web-based downloadable resources, Great Governance DVD and resource kit, Governance and Corporate Practices Handbook, conference course and workshops, networking and education through regional meetings, customized courses and consulting - we are also available by phone - here to strengthen the social housing sector in Ontario - and great governance at the Board table is an important part of this Introduce the session trainer
- Supporting Great Governance Day 1 of 2 Trainer to provide facilitate introductions Participants to respond in 2-3 sentences each Trainer to flip chart the responses - to help gauge learning areas of interest - and to ID areas that are gapping and to discern where to use the co-development strategy to possibly address unanswered needs as well as access additional resources over night Trainer to ask : Who in the room reports directly to a Board as a direct hire? And who is a property manager who has been hired through a property management firm? There are differences in these 2 positions - and I encourage folks to share their different perspectives based on where they sit in the organization and who they report to…
- Supporting Great Governance Day 1 of 2 Review overarching goals for the session Message about Doing Things One Step at a Time in an Achievable Way Please know that we will be covering a lot of areas in the next 2 days and out hope is that there is something you can take away to work on that is manageable. Our goal is to encourage you to walk away with a few manageable “chunks”or components of work. We can only ever start where we are at - so one key message we really want to get across to you is that change comes in steps - in baby steps. This all does not have to happen tomorrow. The goal is to work slowly and steadily towards your goals and desired outcomes. So if you walk away with 2-3 chunckable and manageable pieces of work related to supporting your Board, you will be well on your way to supporting them to achieve great governance.
- Supporting Great Governance Day 1 of 2 Review these guidelines for the session - as agreements we make to each other for the next few days together. Ask for additional guidelines that are important to the group - and then have them sign off on them.
- Supporting Great Governance Day 1 of 2 What do you think governance is? Link to next slide - here a definition from Catherine Boucher, a PM in Ottawa:
- Supporting Great Governance Day 1 of 2 Suzanne to ask: why is great governance important to you personally? To begin to get participants to articulate the benefits of mobilizing a great Board in their own organizations - so they can answer: “What’s in it for me?” Suzanne to report on comments made from 4 advisors on this training program: Boards often don’t understand their job and the business of what we are doing - they don’t know what questions to ask. (A. Hains) Boards can get so personality-driven - great governance creates a more balanced Board. (A Hains) Conflict of interest can be a huge problem. (Trainer to share story of Board hiring a PM from the Board!) Further, Boards don’t know what they don’t know. They need to think about what they can contribute and how they can get community back into community housing (Shelly U) Small organizations rely too heavily on the PM and rarely undertake broad strategic planning while in mid to large organizations, Boards micromanage. Many are so insular that they don’t think of long term viability. (Arlene Rawson) There is often a lack of consistent supervision and process (P. Bell) These factors - and more - have a direct impact on our jobs and our programs and impact in the community. Great governance - while it takes work, time and resources - ultimately, it makes our jobs easier and more effective.
- Supporting Great Governance Day 1 of 2 Suzanne to ask: why is great governance important to you personally? To begin to get participants to articulate the benefits of mobilizing a great Board in their own organizations - so they can answer: “What’s in it for me?” Suzanne to report on comments made from 4 advisors on this training program: Boards often don’t understand their job and the business of what we are doing - they don’t know what questions to ask. (A. Hains) Boards can get so personality-driven - great governance creates a more balanced Board. (A Hains) Conflict of interest can be a huge problem. (Trainer to share story of Board hiring a PM from the Board!) Further, Boards don’t know what they don’t know. They need to think about what they can contribute and how they can get community back into community housing (Shelly U) Small organizations rely too heavily on the PM and rarely undertake broad strategic planning while in mid to large organizations, Boards micromanage. Many are so insular that they don’t think of long term viability. (Arlene Rawson) There is often a lack of consistent supervision and process (P. Bell) These factors - and more - have a direct impact on our jobs and our programs and impact in the community. Great governance - while it takes work, time and resources - ultimately, it makes our jobs easier and more effective.
- Supporting Great Governance Day 1 of 2 Suzanne to ask: why is great governance important to you personally? To begin to get participants to articulate the benefits of mobilizing a great Board in their own organizations - so they can answer: “What’s in it for me?” Suzanne to report on comments made from 4 advisors on this training program: Boards often don’t understand their job and the business of what we are doing - they don’t know what questions to ask. (A. Hains) Boards can get so personality-driven - great governance creates a more balanced Board. (A Hains) Conflict of interest can be a huge problem. (Trainer to share story of Board hiring a PM from the Board!) Further, Boards don’t know what they don’t know. They need to think about what they can contribute and how they can get community back into community housing (Shelly U) Small organizations rely too heavily on the PM and rarely undertake broad strategic planning while in mid to large organizations, Boards micromanage. Many are so insular that they don’t think of long term viability. (Arlene Rawson) There is often a lack of consistent supervision and process (P. Bell) These factors - and more - have a direct impact on our jobs and our programs and impact in the community. Great governance - while it takes work, time and resources - ultimately, it makes our jobs easier and more effective.
- Supporting Great Governance Day 1 of 2 Trainer to review these broadly and swiftly - detail has been provided to demonstrate the complexity of our world and realities - and to demonstrate the diversity of issues affecting us and our Boards. A number of these issues will have already been identified by the groups from the previous slide and exercise.
- Supporting Great Governance Day 1 of 2 Suzanne to ask: why is great governance important to you personally? To begin to get participants to articulate the benefits of mobilizing a great Board in their own organizations - so they can answer: “What’s in it for me?” Suzanne to report on comments made from 4 advisors on this training program: Boards often don’t understand their job and the business of what we are doing - they don’t know what questions to ask. (A. Hains) Boards can get so personality-driven - great governance creates a more balanced Board. (A Hains) Conflict of interest can be a huge problem. (Trainer to share story of Board hiring a PM from the Board!) Further, Boards don’t know what they don’t know. They need to think about what they can contribute and how they can get community back into community housing (Shelly U) Small organizations rely too heavily on the PM and rarely undertake broad strategic planning while in mid to large organizations, Boards micromanage. Many are so insular that they don’t think of long term viability. (Arlene Rawson) There is often a lack of consistent supervision and process (P. Bell) These factors - and more - have a direct impact on our jobs and our programs and impact in the community. Great governance - while it takes work, time and resources - ultimately, it makes our jobs easier and more effective.
- Supporting Great Governance Day 1 of 2 Suzanne to ask: why is great governance important to you personally? To begin to get participants to articulate the benefits of mobilizing a great Board in their own organizations - so they can answer: “What’s in it for me?” Suzanne to report on comments made from 4 advisors on this training program: Boards often don’t understand their job and the business of what we are doing - they don’t know what questions to ask. (A. Hains) Boards can get so personality-driven - great governance creates a more balanced Board. (A Hains) Conflict of interest can be a huge problem. (Trainer to share story of Board hiring a PM from the Board!) Further, Boards don’t know what they don’t know. They need to think about what they can contribute and how they can get community back into community housing (Shelly U) Small organizations rely too heavily on the PM and rarely undertake broad strategic planning while in mid to large organizations, Boards micromanage. Many are so insular that they don’t think of long term viability. (Arlene Rawson) There is often a lack of consistent supervision and process (P. Bell) These factors - and more - have a direct impact on our jobs and our programs and impact in the community. Great governance - while it takes work, time and resources - ultimately, it makes our jobs easier and more effective.
- Supporting Great Governance Day 1 of 2 Suzanne to ask: why is great governance important to you personally? To begin to get participants to articulate the benefits of mobilizing a great Board in their own organizations - so they can answer: “What’s in it for me?” Suzanne to report on comments made from 4 advisors on this training program: Boards often don’t understand their job and the business of what we are doing - they don’t know what questions to ask. (A. Hains) Boards can get so personality-driven - great governance creates a more balanced Board. (A Hains) Conflict of interest can be a huge problem. (Trainer to share story of Board hiring a PM from the Board!) Further, Boards don’t know what they don’t know. They need to think about what they can contribute and how they can get community back into community housing (Shelly U) Small organizations rely too heavily on the PM and rarely undertake broad strategic planning while in mid to large organizations, Boards micromanage. Many are so insular that they don’t think of long term viability. (Arlene Rawson) There is often a lack of consistent supervision and process (P. Bell) These factors - and more - have a direct impact on our jobs and our programs and impact in the community. Great governance - while it takes work, time and resources - ultimately, it makes our jobs easier and more effective.
- Supporting Great Governance Day 1 of 2 Trainer to review these broadly and swiftly - detail has been provided to demonstrate the complexity of our world and realities - and to demonstrate the diversity of issues affecting us and our Boards. A number of these issues will have already been identified by the groups from the previous slide and exercise.
- Supporting Great Governance Day 1 of 2 Trainer to review these broadly and swiftly - detail has been provided to demonstrate the complexity of our world and realities - and to demonstrate the diversity of issues affecting us and our Boards. A number of these issues will have already been identified by the groups from the previous slide and exercise.
- Supporting Great Governance Day 1 of 2 Trainer to review these broadly and swiftly - detail has been provided to demonstrate the complexity of our world and realities - and to demonstrate the diversity of issues affecting us and our Boards. A number of these issues will have already been identified by the groups from the previous slide and exercise.
- Supporting Great Governance Day 1 of 2 Trainer to review these broadly and swiftly - detail has been provided to demonstrate the complexity of our world and realities - and to demonstrate the diversity of issues affecting us and our Boards. A number of these issues will have already been identified by the groups from the previous slide and exercise.
- Supporting Great Governance Day 1 of 2 Trainer to review these broadly and swiftly - detail has been provided to demonstrate the complexity of our world and realities - and to demonstrate the diversity of issues affecting us and our Boards. A number of these issues will have already been identified by the groups from the previous slide and exercise.
- Supporting Great Governance Day 1 of 2 Focused questions for the broad group. Signs of high functioning Boards to be noted on one flip chart. Signs of dysfunction or ineffectual governance to be noted on another. Both to be posted on the wall for reference over the 2 days. 10:30 am break here after slide is done
- Supporting Great Governance Day 1 of 2 Focused questions for the broad group. Signs of high functioning Boards to be noted on one flip chart. Signs of dysfunction or ineffectual governance to be noted on another. Both to be posted on the wall for reference over the 2 days. 10:30 am break here after slide is done
- Supporting Great Governance Day 1 of 2 Focused questions for the broad group. Signs of high functioning Boards to be noted on one flip chart. Signs of dysfunction or ineffectual governance to be noted on another. Both to be posted on the wall for reference over the 2 days. 10:30 am break here after slide is done
- Supporting Great Governance Day 1 of 2 Focused questions for the broad group. Signs of high functioning Boards to be noted on one flip chart. Signs of dysfunction or ineffectual governance to be noted on another. Both to be posted on the wall for reference over the 2 days. 10:30 am break here after slide is done
- Supporting Great Governance Day 1 of 2 Focused questions for the broad group. Signs of high functioning Boards to be noted on one flip chart. Signs of dysfunction or ineffectual governance to be noted on another. Both to be posted on the wall for reference over the 2 days. 10:30 am break here after slide is done
- Supporting Great Governance Day 1 of 2 To keep risk management simple, you can facilitate the Board to answer 3 questions - you can also present reports to the Board that address these 3 areas for their discussion.
- Supporting Great Governance Day 1 of 2 Trainer to ask for a risk issue that an organization is facing in order to run the group through the 3 questions against the issue. Explain group exercise to be done at tables. This is intended to be a short touchdown - so not a lot of time will be dedicated to it but enough to give the group an idea of how the discussion might flow. If no one identifies a current issue then present: You have aging tenants who have been causing smaller fires in your building. How might these 3 questions help? In debrief, possible strategies include: Sprinkler over bed Move eldery to a higher level of care Tenant education, etc.
- Supporting Great Governance Day 1 of 2 For organizations that need to go through more elaborate risk management - a committee can be devised to undertake this work. Trainer to share story of Canadian Crossroads International’s(CCI) Board who embarked on a comprehensive risk management process in 2002/2003. After 9/11, the threat of terrorism along with changes in cross border movement and safety forced CCI to think about what could happen to their overseas volunteers if they were in the wrong place at the wrong time. The Board was also worried about volunteers working in areas where violence or war might erupt. The CCI Board created an ad hoc risk management committee (which included a Board member with corporate risk management experience) and delved deeply into comprehensive risk management assessment and planning. Trainer to also share the risk management chart that the Board committee devised so the participants can see how intensively the process was undertaken.
- Supporting Great Governance Day 1 of 2 For organizations that need to go through more elaborate risk management - a committee can be devised to undertake this work. Trainer to share story of Canadian Crossroads International’s(CCI) Board who embarked on a comprehensive risk management process in 2002/2003. After 9/11, the threat of terrorism along with changes in cross border movement and safety forced CCI to think about what could happen to their overseas volunteers if they were in the wrong place at the wrong time. The Board was also worried about volunteers working in areas where violence or war might erupt. The CCI Board created an ad hoc risk management committee (which included a Board member with corporate risk management experience) and delved deeply into comprehensive risk management assessment and planning. Trainer to also share the risk management chart that the Board committee devised so the participants can see how intensively the process was undertaken.
- It is not good for Boards be frequently tabling decisions to the next meeting, referring matters back to committees, or avoiding decisions…important to have a decision making model - you can ask the Chair or Governance Committee to address this at your first or 2nd meeting after the AGM - as part of a code of conduct discussion. Shelley D. says Boards don’t know what they don’t know - they don’t know what info. they need - so we need to help with this. We need to provide a clean and clear process around information sharing and problem solving. Shelley says’ “The best way to support good governance is to act as a professional yourself. See yourself as a leader. Angie Hains says: Boards don’t always know the questions they need to ask - they don’t know how to frame a problem. We need to play a key role into his area. She says Boards need to agree to their decision making process in advance. To understand an issue: need to take time to articulate the problem--to allow for time to ask questions--make sure the President has tabled enough time. Send information and options out in advance of a meeting. Committees are useful for doing research. You as the ED can shape how information is framed and presented. To examine the problem, groups make better decisions if they have choices in front of them--it is best to generate options before hand. You can also brainstorm, and set up smaller discussion groups to identify alternatives. It is also important to consider implications and consequences. EDs and PMs who present scenarios and options and their best recommendations - to begin to frame issues and provide Boards with a baseline from which to discuss options, approaches, decisions and their implications. Support the Board in its decision making by being transparent and clear with its information process. Consensus Building--less formal than voting and allows a decision to encompass the views of all the Board members. This process generates a wider range of ideas and options. Discussion centres around finding the best approach. The question is reframed several times and various options are developed. People have to be willing to offer honest opinions and new ideas and be willing to change opinions and listen. Pure consensus: decision is not finalized until all members agree to it. Active opposition blocks a decision. To pass a decision, board members agree to let a motion stand so it does not always have strong support. General Consensus: If majority of the board supports a decision then it carries. Concerns and reservations of non-supporting board members may be noted. Decision by majority rule? Formal motion is presented and a vote is taken on the motion. How the motion is framed shapes the scope of the discussion and can narrow options. A motion reduces the options to one and limits the response to yes or no. So the process of framing the question and options is as important as the vote itself. Best not to propose motions to early in the discussion--need to look at a problem broadly. You may want to meet with the Executive to frame possible motions. You need to make sure the decision is documented (with the Secretary) and that there is a strategy to communicate it to key stakeholders - as appropriate. You can also bring the decision up at a later date to ask the Board to evaluate it - if it is not working well or if there’s something to learn from it.
- Supporting Great Governance Day 1 of 1 4:55 pm Trainer to secure a takeaway from each participant and flip chart results to see where the content has had resonance with the group. Trainer to remind folks to fill out the evaluation forms and to then close with a big thank you and reference to the fact that we have an expert with a final message for us all.