propellor governance workshop_15mar2013
DESCRIPTION
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.caTRANSCRIPT
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Implementing Governance for your Social Enterprise
An enp Strengthening Your Skills workshop
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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
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We will look at how to implement governance for your social enterprise
Source: www.enterprisingnonprofits.ca/learning-toolkits
Social Enterprise Learning Toolkit
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“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
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Governance is focused on strategic decisions which directly influence the operational decision-making
process
Strategic
Operational
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Governance is focused on strategic decisions which directly influence the operational decision-making
process
Operational decisions
Strategic Decisions
Governance
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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
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What elements support good governance within an organization?
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1. Start with your Mission, Vision and Strategy
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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
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2. Identify your key stakeholders
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2. Identify your key stakeholders
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3. Identify who is accountable and involved in making key decisions
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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 31Every 2-3 years
Timing
By March 31 (year-end)Annually
Within next 2 months(one-off decision)
Strategic PlanBusiness 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
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Social entrepreneur with an advisory board
Social Entrepreneur
Social enterprise within a non-profit organization
Board of Directors
ProgramManager(s)
Social EnterpriseManager
Advisory Board
Social enterprises can have different governance structures
Executive Director
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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
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4. Gather data and information to inform your decision-making
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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 31Every 2-3 years
Timing
By March 31 (year-end)Annually
Within next 2 months(one-off decision)
Strategic PlanBusiness 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
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Source: www.demonstratingvalue.org
Demonstrating Value is a framework and tool for getting the data to inform your
key decisions
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How clear and effective is governance for your social enterprise today?
Assess your governanceUsing 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.
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Who is involved in the decision-making process for your social enterprise?
Define your decision-making processIdentify 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
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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 .
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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.