Propellor governance workshop_15mar2013
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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
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Propellor governance workshop_15mar2013
- 1. 1 Implementing Governance for your Social Enterprise An enp Strengthening Your Skills workshop
- 2. 2 At the end of this workshop, you will have: 1 A working definition of governance and different options for your social enterprise. 2 An assessment of the areas where governance can be addressed further for your social enterprise. 3 An initial action plan for implementing the changes you have identified for your governance processes. Workshop Objectives
- 3. 3 We will look at how to implement governance for your social enterprise Source: www.enterprisingnonprofits.ca/learning-toolkits Social Enterprise Learning Toolkit
- 4. 4 “Governance determines who has power, who makes decisions, how other players make their voice heard and how account is rendered.” What is governance? Governance defines who makes decisions and how decisions are made for your organization. Source: Institute on Governance
- 5. 5 Governance is focused on strategic decisions which directly influence the operational decision-making process Strategic Operational
- 6. 6 Governance is focused on strategic decisions which directly influence the operational decision-making process Operational decisions Strategic Decisions Governance
- 7. 7 What are the keys to good governance? • Vision: envisioning the future and developing the mission • Direction: setting the goals and policies for the social enterprise • Guidance: providing advice and direction • Commitment: being engaged emotionally and intellectually to the social enterprise • Transparency: maintaining regular and meaningful sharing of information • Due diligence: assessing and managing risks related to relevant legislation and regulations Enabling outcomes Ensuring compliance Source: Establishing Governance, MaRS Guide
- 8. 8 What elements support good governance within an organization? Mission, Vision and Strategy Stakeholder Engagement Defined Accountability for Decisions Data and Information to Inform Decisions
- 9. 9 1. Start with your Mission, Vision and Strategy Mission, Vision and Strategy Stakeholder Engagement Defined Accountability for Decisions Data and Information to Inform Decisions
- 10. 10 Your Social Enterprise Mission and Vision Strategy • a long term plan of action designed to achieve a particular goal • differentiated from tactics or immediate actions with resources at hand Source: http://www.websters-online-dictionary.org Strategic Plan Business Plan Mission and Vision • Describes your target beneficiary and outcomes you expect to achieve • Explanation of what success looks like Source: Business Planning for Enduring Social Impact informs key decisions on your strategy drives the decisions on what actions to take 1. Start with your Mission, Vision and Strategy
- 11. 11 2. Identify your key stakeholders Mission, Vision and Strategy Stakeholder Engagement Defined Accountability for Decisions Data and Information to Inform Decisions
- 12. 12 Decision- making process Directors Executive Director/C EO Staff Volunteers Suppliers Sponsors/ Funders Customers ? 2. Identify your key stakeholders
- 13. 13 3. Identify who is accountable and involved in making key decisions Mission, Vision and Strategy Stakeholder Engagement Defined Accountability for Decisions Data and Information to Inform Decisions
- 14. 14 Mission and overall goals for the social enterprise Key Decisions Target outcomes and budget for the next 12 months Extending hours of the social enterprise By March 31 Every 2-3 years Timing By March 31 (year-end) Annually Within next 2 months (one-off decision) Strategic Plan Business Plan Info Required Financials from last 2 years Proposal for new hours and justification Key Stakeholders Responsible & Approve Board CEO Staff Input Input Approve Responsible Input Input Approve Input 3. Identify who is accountable and involved in making key decisions
- 15. 15 Social entrepreneur with an advisory board Social Entrepreneur Social enterprise within a non-profit organization Board of Directors Program Manager(s) Social Enterprise Manager Advisory Board Social enterprises can have different governance structures Executive Director
- 16. 16 Why have a board? • Expertise • Consultation for technical matters – e.g. audits, investment strategies, legal questions, real estate, marketing • Legitimacy • Potential clients, funders, staff can look at the board as an indication of legitimacy • Relationships • Connection and influence with key stakeholders • For discipline and rigour • Simply having a board increases attention to regular reporting and management processes Source: Governance as Leadership, BoardSource
- 17. 17 4. Gather data and information to inform your decision-making Mission, Vision and Strategy Stakeholder Engagement Defined Accountability for Decisions Data and Information to Inform Decisions
- 18. 18 What data do you need to make your key decisions? Mission and overall goals for the social enterprise Key Decisions Target outcomes and budget for the next 12 months Extending hours of the social enterprise By March 31 Every 2-3 years Timing By March 31 (year-end) Annually Within next 2 months (one-off decision) Strategic Plan Business Plan Info Required Financials from last 2 years Proposal for new hours and justification Key Stakeholders Responsible & Approve Board CEO Staff Input Input Approve Responsible Input Input Approve Input Identify the specific data elements you need and the sources for this data
- 19. 19 Source: www.demonstratingvalue.org Demonstrating Value is a framework and tool for getting the data to inform your key decisions
- 20. 20 How clear and effective is governance for your social enterprise today? Assess your governance Using the Governance Self-Assessment Tool, for each element: 1 Determine the current level your social enterprise is at 2 Assign a priority level 3 Capture any ideas for action that you have to implement or improve this element.
- 21. 21 Who is involved in the decision-making process for your social enterprise? Define your decision-making process Identify 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 made 2 The timing of the decision in terms of a specific date and, if it is a recurring decision, the frequency 3 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 priorities Establish your action plan by first identifying your top priorities Refer back to your Self-Assessment. • Which areas did you identify as either not existing or needing work? • Of those areas, which did you identify as a priority? Our Goals for Governance 1 . 2 . 3 .
- 23. 23 Take 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 the next 4 weeks? • Who will you engage and why? • Review of the status of your action plans within 4 to 6 weeks.
Notas do Editor
- 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