Presented at NCVO's Trustee Conference on Monday 11 November 2014.
The presentation was by Nigel Kippax, NCVO. These slides startsfrom the premise that governance is about compliance and performance; contending that good governance and leadership around risk requires responsible trade-offs.
To learn more about governance: http://www.ncvo.org.uk/practical-support/governance
To find out about NCVO's Trustee Conference: http://www.ncvo.org.uk/training-and-events/trustee-conference
Главный событием форума стал уникальный мастер-класс Нормана Маркса, евангелиста «эффективного бизнеса» и международного эксперта по управлению рисками, внутреннего аудита, корпоративного управления и повышения производительности. Ключевой темой мастер-класса стал отказ от привычной для России обособленной системы управления корпоративными рисками и переход к риск-ориентированному мышлению и управлению организацией на основании ГОСТ Р ИСО 31000:2010. Норман поделился уникальным опытом практического внедрения управления рисками в ключевые процессы организации и бизнес решения на всех уровнях управления. Российским профессионалам в области управления предстоит еще большой путь, чтобы отказаться от ежеквартальной или полугодовой экспертной оценки рисков в пользу современных инструментов, таких деревья решений, сценарный анализ, скоринговые модели или имитационное моделирование, которые позволяют интегрировать анализ рисков в ежедневные бизнес решения.
Многие идеи, которые озвучивал Норман Маркс, оказались по-настоящему прорывными для собравшихся участников. #wcrm2017 #risk #risk management
Rich NuzumInvestments Business Leader, North America
Anthony BrownHead of Strategic Research, US
Rich DellGlobal Head , Equity Boutique
Ela KarahasanogluAlternative Asset Class Specialist
This is the presentation given in a talk titled "Building Innovation Ecosystem in Qatar", which was part of Qatar Foundation's Research Dialogues Series. The Youtube video of the talk can be found on: https://youtu.be/JSBFHLyiV2Q
Главный событием форума стал уникальный мастер-класс Нормана Маркса, евангелиста «эффективного бизнеса» и международного эксперта по управлению рисками, внутреннего аудита, корпоративного управления и повышения производительности. Ключевой темой мастер-класса стал отказ от привычной для России обособленной системы управления корпоративными рисками и переход к риск-ориентированному мышлению и управлению организацией на основании ГОСТ Р ИСО 31000:2010. Норман поделился уникальным опытом практического внедрения управления рисками в ключевые процессы организации и бизнес решения на всех уровнях управления. Российским профессионалам в области управления предстоит еще большой путь, чтобы отказаться от ежеквартальной или полугодовой экспертной оценки рисков в пользу современных инструментов, таких деревья решений, сценарный анализ, скоринговые модели или имитационное моделирование, которые позволяют интегрировать анализ рисков в ежедневные бизнес решения.
Многие идеи, которые озвучивал Норман Маркс, оказались по-настоящему прорывными для собравшихся участников. #wcrm2017 #risk #risk management
Rich NuzumInvestments Business Leader, North America
Anthony BrownHead of Strategic Research, US
Rich DellGlobal Head , Equity Boutique
Ela KarahasanogluAlternative Asset Class Specialist
This is the presentation given in a talk titled "Building Innovation Ecosystem in Qatar", which was part of Qatar Foundation's Research Dialogues Series. The Youtube video of the talk can be found on: https://youtu.be/JSBFHLyiV2Q
This is a simple model, framework model for leadership development that emanated from my post doctoral research. The model, with an acronym similar to my last name, can be used in coaching and mentoring, in leadership development for those who want to sharpen their skills as leaders, while helping those that they lead. The ultimate outcome is the desired results.
Herewith an update of some research of mine on the relative performance of Emerging or Early Stage Hedge funds versus that of their older typically larger brethren. Given the recent announcement by CalPERS that they are withdrawing from hedge funds I thought it might be germane to show that notwithstanding CalPERS exit there remain some signs of life for hedge funds yet.
Leadership in Playcentre is both wonderful and wonderfully complex. Playcentre provides a multitude of empowering opportunities to take leadership roles and learn new skills. Often all you have to do is put your hand up and you’ll be given the opportunity to have a go. It is this willingness to let people take risks and people’s willingness to take the risks that make Playcentre the formidable organisation that it is. There are many stories of Playcentre people learning to lead in Playcentre and continue to lead in their own communities after Playcentre. Dame Catherine Tizard once famously said ‘I have sometimes told people… that Playcentre is responsible for my glorious career.’
Strategy is the process of integrating unique capabilities with growing opportunities in the marketplace. Identify your current lifecycle stage on the strategy map. From there, what should your next move be? Learn more at http://www.OrganizationalPhysics.com/tutorials
Organizational Physics 101: The Formula for Success & HappinessLex Sisney
An organization is a system. To survive and thrive, it must keep internal entropy low and get new energy from the surrounding environment. The lower the entropy and the higher the integration, the greater the probability of success.
Here’s a new book by the noted consultant and professor – Mr. Ram Charan. It’s a great book on how leaders and companies need to develop a new mindset in the face of relentless change and structural uncertainities.
The presentation was a workshop at Evolve 2014: the annual event for the voluntary sector in London on Monday 16 June 2014.
The presentation was given by Ian Joseph, Chief Executive (Trustees Unlimited) and Nigel Kippax, Consultant (NCVO). In this workshop decision making issues facing the board are discussed and appetite for risk.
Find out more about the Evolve Conference from NCVO: http://www.ncvo.org.uk/training-and-events/evolve-conference
Julia Graham
Technical Director and Deputy CEO, Airmic
Immediate Past President and Board Member, FERMA
The Fourth Revolution Managing risk in a changing worldAre you a tenant or an owner?
5th April 2016
Moscow
How can we explain risk management in a way that connects with how people run the business? One part of the solution is to talk in English rather than techno-babble.
This is a simple model, framework model for leadership development that emanated from my post doctoral research. The model, with an acronym similar to my last name, can be used in coaching and mentoring, in leadership development for those who want to sharpen their skills as leaders, while helping those that they lead. The ultimate outcome is the desired results.
Herewith an update of some research of mine on the relative performance of Emerging or Early Stage Hedge funds versus that of their older typically larger brethren. Given the recent announcement by CalPERS that they are withdrawing from hedge funds I thought it might be germane to show that notwithstanding CalPERS exit there remain some signs of life for hedge funds yet.
Leadership in Playcentre is both wonderful and wonderfully complex. Playcentre provides a multitude of empowering opportunities to take leadership roles and learn new skills. Often all you have to do is put your hand up and you’ll be given the opportunity to have a go. It is this willingness to let people take risks and people’s willingness to take the risks that make Playcentre the formidable organisation that it is. There are many stories of Playcentre people learning to lead in Playcentre and continue to lead in their own communities after Playcentre. Dame Catherine Tizard once famously said ‘I have sometimes told people… that Playcentre is responsible for my glorious career.’
Strategy is the process of integrating unique capabilities with growing opportunities in the marketplace. Identify your current lifecycle stage on the strategy map. From there, what should your next move be? Learn more at http://www.OrganizationalPhysics.com/tutorials
Organizational Physics 101: The Formula for Success & HappinessLex Sisney
An organization is a system. To survive and thrive, it must keep internal entropy low and get new energy from the surrounding environment. The lower the entropy and the higher the integration, the greater the probability of success.
Here’s a new book by the noted consultant and professor – Mr. Ram Charan. It’s a great book on how leaders and companies need to develop a new mindset in the face of relentless change and structural uncertainities.
The presentation was a workshop at Evolve 2014: the annual event for the voluntary sector in London on Monday 16 June 2014.
The presentation was given by Ian Joseph, Chief Executive (Trustees Unlimited) and Nigel Kippax, Consultant (NCVO). In this workshop decision making issues facing the board are discussed and appetite for risk.
Find out more about the Evolve Conference from NCVO: http://www.ncvo.org.uk/training-and-events/evolve-conference
Julia Graham
Technical Director and Deputy CEO, Airmic
Immediate Past President and Board Member, FERMA
The Fourth Revolution Managing risk in a changing worldAre you a tenant or an owner?
5th April 2016
Moscow
How can we explain risk management in a way that connects with how people run the business? One part of the solution is to talk in English rather than techno-babble.
This presentation reviews a recent emerging risks survey, including results and how they might be used. The presenter also discusses how an emerging risk strategy is being developed at an existing firm.
GreenBiz 17 Tutorial Slides: "Transformative Organizational Success through L...GreenBiz Group
Many sustainability programs struggle because they are developed or integrated in ways that miss important organizational dimensions. Participants will learn how to incorporate four key pillars of success for lasting, sustainable change: leadership, strategy, communication and global-context. This cross-functional team of expert practitioners and faculty will provide insights on how to:
Create and identify sustainability strategies that promote broad organizational success through an effective suite of actions.
Apply global sustainability principles to your specific organizational context by integrating your organization's own perspective through a lens of sustainability with a global-context.
Employ leadership competencies and behaviors that are critical to leading lasting, transformational change.
Communicate effectively about sustainability with key stakeholders and audiences.
Often, the best way to help your child grow up is to kick him/her out of the house. However, there’s always that anxiety – will they thrive, get hurt, fail? Many internal audit and/or risk functions became volunteer parents of their organization’s ERM programs, bringing enthusiasm and commitment to the role. However, ERM (and ESRM) works best when it’s owned and embedded into the fabric of the business. Unfortunately, most ERM programs fail within three years or less after leaving the nest. Why? Explore common challenges and proven strategies for coaxing ERM safely and successfully from the nest.
Presentation by: Brian Link, CIA, VP – GRC Strategy & Partnerships, Resolver Inc.
Risk or Opportunity – There are 2 Sides to Every CoinPECB
Main points covered:
• ISO 31000 defines risk as “effect of uncertainty on objectives” and an effect as “a deviation from the expected – positive and/or negative”. And yet the majority of organizations have an overwhelming focus on the negative. Why is this?
• Do organizations really understand the need to balance positive and negative?
• What do the new standards say about risk? How can organizations maximize their opportunities (upside) while still mitigating or controlling their risks (downside)?
Presenter:
This webinar was presented by Mike Gray, a highly qualified vocational education trainer and assessor and a Certified Trainer for PECB delivering training in ISO 9001 Quality Management, ISO 14001 Environment, OHSAS 18001 Health and Safety, ISO 22000 Food Safety, ISO 27001 Information Security, ISO 28000 Supply Chain Security and ISO 31000 Risk.
Link of the recorded session published on YouTube: https://youtu.be/BxEAO1IwLCs
A panel discussion considering what the future hold for charities and their governance, and how trustees can support their charities to survive and thrive.
Here we share our progress on updating the Charity Governance Code. Hear from the Code steering group about changes that are being made to the Diversity and Integrity principles following its refresh.
The panel will share some of the proposed changes to the Integrity principle, offering a preview of the updates. They will also reflect on findings from engagement and the extended consultation on enhancements to the Diversity principle. This will be an opportunity for the steering group to share their learning, having listened to a range of experiences. It is also an opportunity to discuss best practice which has been identified through the revision work. Finally, the group will offer an update on next steps on the Code's revision.
We’ve put together this video guide to using the governance wheel to carry out a board effectiveness review. It will be most useful for trustees or staff who are undertaking a board review for their own charity and want to know how best to use the governance wheel to support them in this.
As the charity sector continues to manage the impact of the pandemic, many charities are facing financial uncertainty. In this context many senior leaders, to ensure their charity’s sustainability, will be considering collaboration and merger. In this webinar, in association with Bates Wells, we aim to answer questions such as: When should a charity in crisis consider merging? What are the alternatives? How can you make the best decision for your organisation? You will also hear about a new online decision-making tool which will help organisations chart the options open to them in a tight financial spot.
Normal working practices have changed dramatically in a very short period. Most staff are still working remotely, and many organisations have made use of the furlough scheme. This has meant organisations are having to manage and support staff remotely; review some existing policies to ensure they are still fit for purpose; and manage with a reduced and rotating staff capacity. In partnership with our Trusted Supplier Croner, in this webinar we will be sharing good practice on managing and supporting staff in this new environment. We will be joined by Vicky Scott, Operations and HR Manager at Hackney CVS who will share the experiences and learnings of Hackney CVS in this new context.
The economic impact of coronavirus means that many voluntary sector organisations will be going through a period of significant change over the coming months. For many of the hardest hit charities, the process of restructuring and making redundancies will sadly be inevitable. In this webinar we help organisations prepare for this context.
Entering a new phase of the Covid-19 pandemic, with the option of returning to your workplace, has legal and practical implications for all charities. Employers need to be clear about what they are required to do to ensure the health and safety of their staff and volunteers. Employers are having to consider questions such as: what reasonable adjustments should employers make for their workforce in returning to a ‘new normal?’ How can we prepare for what lies ahead? In partnership with TrustLaw, in this webinar we aim to answer these questions. We will be joined by Sarah Valentine, Senior Associate at Eversheds Sutherland and Andrew New, Head of Education at St John Ambulance.
Slides from a webinar broadcast on 15 July 2020, sharing what volunteering organisations have learned since the lockdown in March.
Watch the full recording here: https://www.youtube.com/watch?v=HyFbDAtHHQo
Slides of NCVO webinar that took place on 24 June 2020 covering:
the general health and safety obligations to staff and volunteers, the key legal and practical issues employers need to consider and where to go for further support and guidance.
Watch the webinar: https://www.youtube.com/watch?v=RDBvyTIFTIc
Slides of the NCVO webinar that took place in June 2020 covering:
1) the role of the chair and the board in supporting organisations in the next phase
2) challenges and opportunities which the easing of lockdown presents for trustees
3) tips and resources to help boards plan in a period of significant change
Watch the webinar: https://www.youtube.com/watch?v=HaPktkiCRgo
This session provides a comprehensive overview of the latest updates to the Uniform Administrative Requirements, Cost Principles, and Audit Requirements for Federal Awards (commonly known as the Uniform Guidance) outlined in the 2 CFR 200.
With a focus on the 2024 revisions issued by the Office of Management and Budget (OMB), participants will gain insight into the key changes affecting federal grant recipients. The session will delve into critical regulatory updates, providing attendees with the knowledge and tools necessary to navigate and comply with the evolving landscape of federal grant management.
Learning Objectives:
- Understand the rationale behind the 2024 updates to the Uniform Guidance outlined in 2 CFR 200, and their implications for federal grant recipients.
- Identify the key changes and revisions introduced by the Office of Management and Budget (OMB) in the 2024 edition of 2 CFR 200.
- Gain proficiency in applying the updated regulations to ensure compliance with federal grant requirements and avoid potential audit findings.
- Develop strategies for effectively implementing the new guidelines within the grant management processes of their respective organizations, fostering efficiency and accountability in federal grant administration.
What is the point of small housing associations.pptxPaul Smith
Given the small scale of housing associations and their relative high cost per home what is the point of them and how do we justify their continued existance
Jennifer Schaus and Associates hosts a complimentary webinar series on The FAR in 2024. Join the webinars on Wednesdays and Fridays at noon, eastern.
Recordings are on YouTube and the company website.
https://www.youtube.com/@jenniferschaus/videos
A process server is a authorized person for delivering legal documents, such as summons, complaints, subpoenas, and other court papers, to peoples involved in legal proceedings.
Many ways to support street children.pptxSERUDS INDIA
By raising awareness, providing support, advocating for change, and offering assistance to children in need, individuals can play a crucial role in improving the lives of street children and helping them realize their full potential
Donate Us
https://serudsindia.org/how-individuals-can-support-street-children-in-india/
#donatefororphan, #donateforhomelesschildren, #childeducation, #ngochildeducation, #donateforeducation, #donationforchildeducation, #sponsorforpoorchild, #sponsororphanage #sponsororphanchild, #donation, #education, #charity, #educationforchild, #seruds, #kurnool, #joyhome
4. Introduction
• What did Stephen mean by ‘ Governance for
Growth’?
• In what way is your organisation growing?
• How is the organisation changing to get ready for
growth?
• What sort of governance is needed for growth?
[Discuss]
8. Risk Orientation
Example Gains Losses
High Probability
(Certainty Effect)
RISK AVERSE.
95% chance to win.
Fear of disappointment.
RISK SEEKING.
95% chance to lose.
Hope to avoid loss.
Low Probability
(Possibility Effect)
RISK SEEKING
5% chance to win.
Hope of large gain
RISK AVERSE.
5% chance to lose.
Fear of large loss.
Is risk a rational concept?
11. Three modes of governance
Fiduciary Stewardship, compliance, mission, accountability, sustainability
Strategic Sets strategy, priorities, resources, general course
Generative
(governance for
growth)
Trustees work with Exec to frame problems, make sense of
ambiguity, shape strategic planning and decision making
Ref: Lesirge: Chait, Ryan,Taylor, Governance as Leadership: Reframing the
Work of Nonprofit Boards (John Wiley & Sons, 2004).
12. Risk – Group work
What risky issues is your
Board facing?
How would you gauge your
Board’s appetite for risk?
16. The role of the Board
Board
Compliance Performance
Limit risk
Control
Protect
Manage risk
Innovate
Change
&
17. A Question of Legacy
What will you leave
behind?
Hand Back
“Better”
Hand Back
“Safely”
18. Behaviours
Collective decision
making
Reducing risk
Compliance Performance
Sub committees
Risk register
Role descriptions
Financial authority levels
Review & learn
Innovate
Managing risks
Performance data
Analysis
Trustee reviews
Systems & Structures
‘Good’ governance
requires action in all
four segments
23. Case study
You’ve been asked to advise the board:
• What governance issues are there?
• What might happen if these governance issues
are not resolved?
• What should the board do to break through?
• If the board succeeds what could the
organisation look like?
24. Actions to consider
• Fresh mind sets – challenging assumptions
• Fresh insight – review of the board
• Fresh ways of working – process changes
• Fresh faces – recruitment of trustees
Ref: “Board & Risk” Nigel Kippax; October 2014
What did Stephen mean by this title?
AL reflects: Stephen was the sort of person who was uniquely positioned to exert a quietly positive influence on the lives of us all. He reformed systems. He advised thousands. He presided over a great firm of people who also did the same.
When he died on August 20th, apart fro a sense of shock and loss, I had the impression that all those people who had been helped individually were suddenly connected and united. Perhaps this is just the way that people deal with grief. The collective power of grief. The unifying effect of love, affection, loss and sorrow. But it felt like the illuminations of a great city, switching on one-by-one (as people heard the terrible news), were beginning to shine and dazzle.
Governance for Growth = typically Stephen. Positive. Challenging. Affirmative. Empowering. Systemic.
Father of CICs:
"achieving a marriage of private and business wealth with charitable purposes. "Nearly 10,000 have been registered in Britain – including credit unions, trading arms of charities, employee-owned businesses, co-operatives, development trusts and housing associations – playing a crucial role in facilitating the growth of social enterprise, a sector now contributing an estimated £18.5bn to the British economy.
Chair of Trustees Unlimited: practical solution to stagnation of membership; to the need to get ready for ever more challenging times ahead.
Enormous legacy.
From his obit in the Independent:
He was a catalyst for the modernising of the charity sector
With his great integrity, wit and charm, Stephen Lloyd was an ideas man who sought solutions to problems when none were thought possible. A specialist in charity law, he plied his trade for nearly 40 years in a wide range of areas, fighting for transparency, truth and justice.
Handover to Nigel
Nigel
Different orientations for risk: what do we do with risk?
Avoid, mitigate, manage, reduce, accept, embrace or increase: Notion: that with innovation comes the need to embrace and even increase risk taking.
People make decisions based on the potential value of losses and gains rather than the final outcome.
Prospect theory is a behavioral economic theory that describes the way people choose between probabilistic alternatives that involve risk.
People tend to overreact to small probability events, but under-react to medium and large probabilities too (far off like global warming to frame or understand).
Our approach to RISK may depend on the amounts involved and on whether the gamble relates to becoming better off or worse off.
People consider not only the value they receive, but also the value received by others – this is where NON PROFIT (inherently altruistic) differs from PROFIT SEEKING (inherently self-seeking).
In economics and decision theory, loss aversion refers to people's tendency to strongly prefer avoiding losses to acquiring gains.
Some studies suggest that losses are twice as powerful, psychologically, as gains.
The result = risk aversion
Is your board risk averse?
Look at Risk Aversion in government decisions in which, Environment Agency, a risk reward ratio of 8:1 must be met for an investment to be made. Hence NO DREDGING.
It’s the job of this sector (AND YOURS AS TRUSTEES) to hold a far off vision, to protect the vulnerable, to seek greater outcomes, to see and go further than others. To lead. To inspire. Passion. Vision. Emotion. Outrage. These things have no place in the rational world of business, but they do in OUR WORLD.
I’d suggest that we simply MAY NOT UNDERTSTAND risk. That we apply, without any variation, the wrong templates and rules for risk assessment. That risk taking is operational. That our thinking gets smaller all the time.
Grand initiatives get smaller.
ENVIRONMENT AGENCY: OR the flooding is the effect of a far greater cause. Precisely the sort of risk which can be handled by charities (research, policy, action, campaigning) focusing on climate change.
LONG RUN Risks.
Give an example. Think of some examples. Take examples from the floor.
Requires 3 modes of governance:
1.Fiduciary: board concerned primarily with the stewardship - mission, accountable for performance, and compliant with relevant laws and regulations
2.Strategic: board develops strategy with management, sets the organisation‟s course, priorities, and resource accordingly
3.Generative: board with executives, frames problems, make sense of ambiguous situations in way that shapes strategic planning and decisions
Ref: Chait, Ryan,Taylor, Governance as Leadership: Reframing the Work of Nonprofit Boards (John Wiley & Sons, 2004).
Which one described your organisation?
Which one works best for growth?
What are the challenges about growth?
Who are you responsible too as Trustees? The organisation, the beneficiary, yourselves, your donors? All of the above?
Need to be generative and strategic and strategic. Must find a way of doing all these things really well.
Ian
30 minutes and then feedback to the group = 45 mins or half the session
AL to lead.