B4: Governance and leadership in the digital era: Using technology to improve governance and transparency
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Presented on Tuesday 14 November 2017 at the NCVO/BWB Trustee Conference
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B4: Governance and leadership in the digital era: Using technology to improve governance and transparency
- 1. Drinks sponsors: Partner sponsor: Lead sponsor: Media partner: Tech partner: GOVERNANCE AND LEADERSHIP IN THE DIGITAL ERA: USING TECHNOLOGY TO IMPROVE GOVERNANCE AND TRANSPARENCY CHAIR MEGAN GRIFFITH GRAY HEAD OF PLANNING, DIGITAL AND COMMUNICATIONS, NCVO SPEAKERS KARL WILDING DIRECTOR OF PUBLIC POLICY AND VOLUNTEERING, NCVO TESSE AKPEKI LEAD GOVERNANCE CONSULTANT, BATES WELLS BRAITHWAITE
- 2. WHAT I’M GOING TO TALK ABOUT 1. The external environment for charity leadership 2. Becoming a networked nonprofit 3. The digital trustee
- 3. 1. THE EXTERNAL ENVIRONMENT FOR CHARITY LEADERSHIP
- 4. 4
- 7. THE BRAVE NEW WORLD OF DOING GOOD http://www.bradruggles.com/2008/05/23/be-the-change-you- wish-to-see/
- 9. 9
- 14. 2. BECOMING A NETWORKED NONPROFIT
- 23. 23
- 27. 3. THE DIGITAL TRUSTEE
- 32. 12 questions about digital for trustees- https://www.gov.uk/government/uploads/system /uploads/attachment_data/file/557962/12_questi ons_about_digital_for_trustees.pdf Wired to Govern: a trustee's handbook for the digital revolution - http://www.bwbllp.com/file/wired-to-govern-a- trsutees-handbook-for-the-digital-revolution-pdf The New Reality - http://thenewreality.info How to Build a Digital Workforce - https://knowhownonprofit.org/tools- resources/building-a-digital-workforce
- 33. PLEASE JOIN NCVO TO GET MORE OF THE INSIGHTS SHARED IN THIS PRESENTATION, AND HELP US TO KEEP SHARING, PLEASE CONSIDER JOINING US! WWW.NCVO.ORG.UK/ABOUT-US/JOIN-NCVO
- 34. IMPACT ON GOVERNANCE USE OF SOCIAL MEDIA AND OTHER ELECTRONIC MEDIA WILL HAVE AN IMPACT ON RANGE OF GOVERNANCE ISSUES Decision making Scheduling meeting (Doodle, When is good etc) Board Portals Meetings – board books (Google drive, Drop box etc) Virtual meetings Risk management Communicating more effectively Code of Conduct Induction, Training and development Innovation & Creativity Behaviours Guidelines Good practice and legal implications: Digital agenda Recruitment and selection – widening the reach – Strategic development & implementation –Brand, reputation
- 35. THE IMPACT OF DIGITAL Question: What is the impact of digital on the organisation strategy? Question: What is the quality and effectiveness of your digital presence? Question: What is the impact of digital in the boardroom on trustee engagement? Question: How can the board support the organisation as it embraces technological development? Question: Has the board/staff/volunteers adopted a digital strategy?
- 36. IMPACT… • Managing your charity; consider digital trends • Positioning for uncertain and challenging times • Culture and Values • Transparency & disclosure • Collaboration • Crisis response • Trustee mix – include trustees with this perspective in your audit of trustee profile • Service delivery (delivering online services effectively) • The trustee role and the board
- 37. BOARD DECISION MAKING At common law, company directors have power to make decisions outside meetings but these decisions must be unanimous It is advisable to have express provisions in governing document
- 38. BOARD DECISION MAKING BY EMAIL If there is no express power, advisable to ratify the decision at the next board meeting Are there alternative ways to make decisions between meetings? • ad hoc or standing committees • written resolutions • delegation to executive teams • telephone conference calls
- 39. BOARD MEETINGS BY CONFERENCE CALL Express provision in governing document advisable If none, the means used must allow trustees to both hear and see each other ( CC48 Charities and Meetings)
- 40. BOARD MEETINGS BY CONFERENCE CALL Express provision in governing document advisable If none, means used must allow trustees to both hear and see each other ( CC48 Charities and Meetings)
- 41. RISK MANAGEMENT • Risk of defamation • Data subject access requests • Fundraising - security for on line giving • Security of personal data (authentication/verification/One Time Passwords?) • Safeguarding issues • Adopt an innovation strategy
- 42. APPLICATION OF CODE OF CONDUCT Principles are the same but increased impact (eg making decisions quickly, and considering them properly) Rules of the road are essential Confidentiality Tweeting during/after board meetings ? Respect collective responsibility Maintain Integrity and values How far use of social media in private life relevant ? Offer relevant training linked to appropriate strategies. Minimise possibilities of bullying and harassment
- 43. GUIDELINES ON OTHER MATTERS Security of trustees’ accounts Procedures for tweeting on behalf of charity by trustees Wired to govern (a trustee handbook for the digital revolution – Onboard publication) Charity Commission Guidance: Making digital Work: 12 questions for trustees to consider
- 45. CONSIDER… What about trustees who cannot or will not use new technology ? Chairing virtual meetings. Monitoring how effective digital is; How engage are the trustees? How can they be better engaged? What level of investment is required to achieve digital objectives? The Innovation Code (Jeff Degraff) What Social Media Personality Are You? (Understand how you see the world www.stretchforchange.com): Facebook personality/Yelp personality/Twitter personality? LinkedIn personality.
- 46. MORE INFORMATION Drinks sponsors: Partner sponsor: Lead sponsor: Media partner: Tech partner: BWB 10 Queen Street Place London EC4R 1BE Tel: 020 7551 7723 Fax: 020 7551 7800 E-mail: t.akpeki@bwbllp.com Web: www.bwbllp.com
Editor's Notes
- Source: http://designtaxi.com/news/356555/2005-VS-2013-The-Difference-Between-8-Years-As-Seen-At-St-Peter-s-Square/ The two pictures are of the papal inaugeration. Digital has changed everything. Everything. Not just how organisations deliver services, or fundraise, or campaign, but the cultures and values of our stakeholders. Business models everywhere are being disrupted. The rise of ubiquitous, always-on mobile tech means we are always on, in the public eye. And these weapons of mass distraction mean the only thing that’s scarce these days is attention.
- Organising without organisations has become ridiculously easy If so, are traditiona voluntary organisations still relevant? Will people who give their time see us as the vehicles for giving time? If so, we need to adapt to a digital world
- People want to do good. They don’t care in which sector they do it. So for the time precious, the cash poor, the outcome is the same: if they don’t think that we are using their resource to make the biggest impact, we wont be in the business of doing good. Note this is a relative proposition, not an absolute. It’s no longer good enough to say we do ood in the voluntary sector. The millennial workforce. You know, the people who entered the workforce from 2000 onwards (and subsequently Generation Z), the ones who sit at their desks with earbuds in, plugged into their smartphones. Better educated than my generation, digital natives, socially driven and, as Diana Aviv so astutely puts it, sector agnostic. Millennials want to do some good, they don’t care which sector they do it in. And they want to use their tech while doing it.
- Blurring boundaries between sectors. Boundaries with the private, public and household sectors are blurring: at those boundaries we’re seeing the emergence of hybrid organisations (social enterprises, public sector mutuals); and individuals are finding it easier to do stuff themselves. Organising without organisations has become ridiculously easy. Workers are moving between sectors more.
- We’re all investors now: shift from altruism to reciprocity and return. Commissioners, donors, volunteers all have what you might call an investment mindset: everyone wants to know what the value is of their contribution, what extra value that will leverage, what impact the whole thing has. Sure, some people still give time and money regardless, but the dominant paradigm is investment and return. New breed of social investors: earned not inherited wealth; demand metrics; comfortable with technology and (big) data; want scale and replication These all point to a new wave of doing good based on making a difference
- Speed of change. Maybe it was always so, but tech cycles are getting shorter, as are funding agreements. Sadly however, economic slumps are not. Strategic plans are for months, not years and characteristics such as agility and adaptability are the new sustainability.
- We are not competing against other charities or museums for people’s time. We are competing against the box set.
- Source: https://twitter.com/stevebridger/status/461029280630067201 In some cases, as with this board, digital is most definitely not disruptive; but that doesn’t mean it isnt shaping other organisations in your space or the field you work in. Indeed, some of the most innovative stuff in our sector is where social action and technology collide creatively.
- Stop telling us how this is new and noone has done it before or that social sector orgs are too small and cant scale their own platforms. This is just not true. Look at Rotary, the Scouts or Guides, Lions, the Co-op movement. The problem here is that we need a discussion about the nature of scaling and scale – the single most overused term in the nonprofit sector. We also need to talk about replication and whether we are trying to scale organisations or ideas and interventions.
- Learn to be digital natives. In a world where second screening is going to be the norm, think less about work life balance, think more about blend. Use Twitter. Blog your thoughts on relevant stuff. Get some help to manage your news feeds using some of the simple digital tools available (Twitter users: Tweetdeck is a must).
- This is a digital native Martha Payne’s school lunch: the 9 yr old was banned from blogging by the local council Her website has had 10m hits http://www.dailymail.co.uk/news/article-2211691/Martha-Payne-banned-blogging-disgusting-dinners-gives-thumbs-breakfast-visits-African-children.html
- Data is now everywhere But we’re a bit lax at how we use it: we need to get better As an aside, your data will improve as it becomes open and your org is more transparent
- https://www.ft.com/content/1c9ad7a0-996c-11e7-8c5c-c8d8fa6961bb
- You know something, John Snow. While Game of Thrones inevitably tells us much about leadership, that’s another blog post. The John Snow I think is important is the physician and founding father of epidemiology, known for mapping the cholera outbreak in London’s Broad Street. Anyway, Snow said ‘work like a bookkeeper, think like a poet” – crucial in an era where we need data and evidence, but also stories about the difference we make. Head and heart. As leaders we need to be data driven, but also chief storytellers. The point is that how we communicate impact is a big challenge. We need stories and campaigns to go along with better evidence and data
- ParkRun makes volunteering easy using digital – twitter, facebook, email and their own website
- http://www.streetleague.co.uk Street League: This is an example of where data and transparency mesh
- Lend with Care Good example of digital storytelling
- Transparency and accountability is essential in a digital world, where we are always on view and where the expectation is that we should be able to find out anything about your organisation. As leaders, I think we should particularly lead by example on transparency around senior pay. You can see how much I am paid on our website. What’s the worst that could happen?
- https://www.youtube.com/watch?v=7K6zwIqJerc This is a borad meeting for Creating the Future. It’s cast online as it happens, others can contribute to the meeting via twitter Papers are on the website before the meeting The meeting stays on youtube after the meeting Total transparency But this in and of itself wont build you an audience
- Some of the tools we might use to help the process of governance: Dropbox file storage Yammer, Huddle or Facebook Workplace for a board social network/file storage solution Enterprise-grade board-specific packages such as Diligent Boards, BoardEffect, BoardPad
- Some of this is about our own behaviours and the leadership and culture that we model
- Leaders need to be authentic We need to live the values that are on the wall. Use language and write in a way that people outside our bubble would use and understand. Do our own stuff – I was recently asked by a journalist if I write my own tweets. Obviously some don’t.(see example of Premier League footballer who recently tweeted ‘Just tweet something like brilliant game etc’ (ie what his press officer suggested)
- We need to be network weavers as leaders. I reckon networks are everything in the digital age, the way to scale in a way that big organisations don’t or can’t. As network leaders (or network weavers), we meed to model behaviours that build networks – be open, transparent, collaborative, reciprocal, leave egos aside. It’s amazing how much you can achieve when you don’t care who gets the credit. We need to make sure we have set the dial at engage, not broadcast, And we need to move beyond the filter bubble and engage with different points of view, not just supporters
- Deborah is charity leader who does this stuff well – ‘whole person tweeting’ That’s not the same as always on, but be prepared to engage with stakeholders on social media, share a bit about yourself – in the case of Twitter, what some have called whole person tweeting. It will help people understand you and whether or not they have shared values with you.
- https://c2.staticflickr.com/8/7200/6863288337_6c8ca78996_b.jpg Visibility: the years where we as leaders could hide, shrouded in the fog, have done. Sunlight has burnt away the fog. ‘Sunlight is the best disinfectant’
- Evaluation and success – consider your digital metrics What does success look like on digital? What are the key metrics the board would like to see in the report from the executive? What additional support is required? How can the charity benchmark against t other charities working in the same space?
- Boards need to rise to the digital challenge… Email Blogs Articles Electronically built channels Analytics, Big Data etc – Identify any trends that the organisation/board should pay attention to. Your website accessibility
- Expectations relating to the use of digital (eg processing payments). Demonstrating impact and transparency. Crowdfunding. The nature of your online presence. Trustees need to appreciate the importance of investing in technology. Reflect the values. Anticipate the needs of stakeholders.
- Can beneficiaries access services across a range of devices from laptops to mobiles and tables. Scaling up delivery and maintaining quality Reaching our audience Dealing with questions or complaints that beneficiaries and supporters have about services on social media. Consciously limit the number of devices that have access to data systems. Invest in anti-theft software. Voting
- A full audit of board decisions made by electronic means outside formal physical meetings. Written resolutions – there is no statutory right for directors to make decisions by written resolution, however this is often provided in the Articles. There is a general common law right for directors to make decisions in writing provided the resolution is agreed by all the directors entitled to vote on the matter. Where possible it is generally preferable for decisions to be made at a quorate board meeting in order to allow the directors to debate the issues Properly, and effectively make any necessary declarations of interest.
- Safeguarding policy and the implications for the board. A media crisis strategy/policy Is data safe and secure? Is data encrypted where appropriate? Who has access to information? Email addresses
- Applications, software and anti-virus protection up to date. Briefing the board on relevant legislation and compliance (eg Data Protection Act)
- What additional sources of support are needed to develop your digital resources and skills. Can the back office be automated?