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Ontario Council of Organizations Serving Immigrants – ED Forum,[object Object],Strategic Planning and Governance –,[object Object],November 3rd, 2009,[object Object]
Linking Strategy And Governance
Strategic Planning,[object Object],Where are you going?,[object Object],How are you going to get there?,[object Object],What rules are you going to follow?,[object Object],How will you know that you are on the right track and how will you know when you have arrived?,[object Object]
Strategic Planning Process,[object Object],6. Implementation,[object Object],CURRENT STATE,[object Object],DESIRED FUTURE STATE,[object Object],1. Set ContextInterviews, Surveys& Community Profile,[object Object],5. Implementation Plan Objectives, AccountabilitiesBudgets, Risk Management,Update/Revision Process,[object Object],2. Define Strategic FrameworkVision, Mission, Values, & Strategic Priorities,[object Object],3. Define GoalsCurrent State Assessment, SWOTGap Analysis, and Definition of Goals,[object Object],4a. Refine & Ratify,[object Object],Strategic Framework,[object Object]
Mapping the Future,[object Object],Formulate aspirations that are worth believing in and fighting for by meeting three challenges:,[object Object],Challenge #1 - Vision Statement ,[object Object],Challenge #2 - Mission Statement,[object Object],Challenge #3 - Core Values,[object Object],Challenge #4 – Strategic Priorities,[object Object]
Community Vision – Key Questions,[object Object],What are your ultimate hopes for this community? ,[object Object],What conditions in your community would have to exist (within the segments you serve) for your organization to no longer be needed?,[object Object],I wish to live in a community that…..,[object Object]
Vision,[object Object],Your ultimate hope for your target population:,[object Object],Habitat for Humanity Canada: “A world where everyone has a safe and decent place to live.”,[object Object],Hospital for Sick Children (Sick Kids): “Healthier children.  A better world.”,[object Object],Canadian Cancer Society: “Creating a world where no Canadian fears cancer.”,[object Object]
Mission – Key Questions,[object Object],To achieve the vision, whose needs will you serve?,[object Object],What role should you play in addressing these needs?,[object Object],Our mission is to do……..for……..,[object Object]
Mission,[object Object],The role your organization currently has, or would like to have, in realizing its vision.,[object Object],Habitat for Humanity Canada: “To break the cycle of poverty and build strong communities by helping people gain access to affordable and sustainable housing”,[object Object],Sick Kids: “As innovators in child health, we will lead and partner to improve the health of children through the integration of care, education and research.” ,[object Object],“The Canadian Cancer Society is a national, community-based organization of volunteers whose mission is the eradication of cancer and the enhancement of the quality of life of people living with cancer.”,[object Object]
Core Values-Key Questions,[object Object],What do we value in terms of how we do what we do?,[object Object],What do we value in our relationships with each other and our partners?,[object Object],What principles or beliefs should guide our work?,[object Object],What do board members and employees stand for and embrace?,[object Object],What rules will we follow?,[object Object]
Core Values,[object Object],What your organization believes in, stands for, and embraces.,[object Object],Sick Kids: ,[object Object],“Excellence– in compassionate family-centered care and service that embraces diversity; in management and decision making; in promoting teamwork and encouraging leadership; and in a safe and healthy environment.” ,[object Object],“Integrity– in our commitment to accountability and transparency; in respect for all; in effective communication; and in our ethical practices.”,[object Object],“Collaboration– in all our relationships; with families and children throughout the care process; building knowledge and capabilities across the health-care system; and supporting transitions of care and service.” ,[object Object],“Innovation– in creating, evaluating and disseminating new knowledge; in developing and implementing creative approaches for family-centered care, research and education; and in responding to the unique and changing needs of children and of the health-care system.” ,[object Object]
Strategic Priorities,[object Object],Define what your organization will do about its most critical, strategic issues.,[object Object],Each strategic priority should define two key elements:,[object Object],The critical issue that the organization must address to deliver on its mission, and ,[object Object],Measurement.,[object Object]
Strategic Priorities,[object Object],Program Priority,[object Object],What must you excel at in order to achieve it mission?,[object Object],Through our…understand and meet the social services needs of the vulnerable/community,[object Object],Needs assessment,[object Object],Set priorities,[object Object],Product services design,[object Object],Evaluate	,[object Object]
Strategic Priorities,[object Object],Stakeholder Priority,[object Object],Who are your stakeholders?,[object Object],What value do you offer them?,[object Object],What do you want them to be saying about you?,[object Object]
Strategic Priorities,[object Object],Organizational Priority,[object Object],How will we sustain our ability to change and grow?,[object Object],Human resources,[object Object],Infrastructure (IT, buildings…),[object Object]
Strategic Priorities,[object Object],Financial Priority,[object Object],How do we wish to appear to our funders?,[object Object],To meet our future needs – what should the funding mix be?,[object Object],What should our budget be?,[object Object]
Gap Analysis,[object Object], Gap between Current State and Future Vision,[object Object],Future Vision,[object Object],Strategic,[object Object],Gap,[object Object],Current State,[object Object]
Supporting Goals – Key Questions,[object Object],What is your organization’s current state relative to each strategic priority?,[object Object],What are the major, strategic gaps between your current state and each strategic priority?,[object Object],What goals will need to be achieved to bridge the gaps over the next 3-5 years?,[object Object]
Intro to Governance,[object Object],Governance,[object Object],Make policy,[object Object],Limitations on management,[object Object],Hire CEO,[object Object],Due diligence,[object Object],Audit,[object Object],Raise funds,[object Object],Lobby,[object Object]
Intro to Governance,[object Object],Governance(working definition),[object Object],Where are you going?,[object Object],How are you going to get there?,[object Object],How will you know?,[object Object],What rules will follow follow?,[object Object],Vision/Mission/Values/Strategic Priorities,[object Object]
Intro to Governance,[object Object],Governance - Fiduciary Duties,[object Object],Required to exercise their power with competence (or skill) and diligence in the best interests of the corporation,[object Object],Duty of Care,[object Object],Skill/competence,[object Object],Diligence,[object Object],Duty of Loyalty (no profit/conflict of interest),[object Object],Honesty,[object Object],Good faith,[object Object]
Intro to Governance,[object Object],Governance,[object Object],Carver model,[object Object],Policy,[object Object],Delegation,[object Object],Means/ends,[object Object],Management model,[object Object],Intrinsically involved,[object Object],Day to day decisions,[object Object],Representational Model,[object Object],Focus on interests of subordinate concerns,[object Object]
Governance as Leadershipin 3-Part Harmony,[object Object],Adapted from,[object Object],“Governance as Leadership”,[object Object],Richard Chait et al. 2005,[object Object],Fiduciary Mode,[object Object],Governance,[object Object],as,[object Object],Leadership,[object Object],Strategic Mode,[object Object],Generative Mode,[object Object]
Board Development,[object Object],Ethical Conduct,[object Object],Policies procedure,[object Object],Meetings,[object Object],Evaluation/reviews,[object Object]
How to link strategic planning and governance?,[object Object],Individuals support what they help create,[object Object],The Board’s role is to cause planning to occur – not necessarily to do the planning,[object Object],One day events rarely work,[object Object],Strategic planning is about a robust process,[object Object],Consult broadly and use a cross-functional planning team,[object Object]
Strategic Planning Process,[object Object],6. Implementation,[object Object],CURRENT STATE,[object Object],DESIRED FUTURE STATE,[object Object],1. Set ContextInterviews, Surveys& Community Profile,[object Object],5. Implementation Plan Objectives, AccountabilitiesBudgets, Risk Management,Update/Revision Process,[object Object],2. Define Strategic FrameworkVision, Mission, Values, & Strategic Priorities,[object Object],4b. GovernanceReview,[object Object],3. Define GoalsCurrent State Assessment,Gap Analysis, and Definition of Goals,[object Object],4a. Refine & Ratify,[object Object],Strategic Framework,[object Object]
Governance Principles,[object Object],Governance Principles,[object Object],In order for the Board to support the implementation of the Strategic Plan, what are the principles that the Board should follow?,[object Object]
Example: Governance Principles,[object Object],Lay solid foundations for management and oversight by recognizing and publishing the respective roles and responsibilities of board and management.   ,[object Object],Structure the board to add value by designing a board of an effective composition, size and commitment to adequately discharge its responsibilities and duties. ,[object Object],Actively promote ethical and responsible decision-making  ,[object Object],Safeguard the integrity in financial reporting.  ,[object Object],Make timely and balanced disclosure. ,[object Object]
Example: Governance Principles,[object Object],Respect the rights of stakeholders and facilitate the effective exercise of those rights.  ,[object Object],Recognize and manage risk.  ,[object Object],Encourage enhanced performance. ,[object Object],Remunerate fairly and responsibly. ,[object Object],Recognize the legitimate interests of stakeholders. ,[object Object]
Competencies,[object Object],Competency Identification and Development,[object Object],What competencies are required of the Board in order to ensure the success of the Strategic Plan?,[object Object],Are these competencies in the Board?,[object Object],How do you close the gap?,[object Object]
Strategic Planning: The Case Study,[object Object],Community Vision – The county is a strong, caring, healthy community where families and individuals are empowered to access the resources they need to thrive.,[object Object],Mission-In collaboration with our community partners, we provide timely and responsive individual, couple and family counseling regardless of spiritual orientation or ability to pay,[object Object]
Strategic Planning: Creating the Future State,[object Object],Values –Our values are:,[object Object],Respect - We treat people with dignity.  We are individually accountable for how we act and behave.,[object Object],Excellence - We provide quality counseling and support.,[object Object],Social Justice - We treat people and groups fairly and offer, through our services, an opportunity for families to receive a just share in the benefits of society.,[object Object],Transparency - We hold a privileged position of trust.  We communicate our results and our challenges.,[object Object],Compassion - We balance emotional concern with an informed course of action.,[object Object],Commitment to Serve - It is an honour to invest our lives in helping others.  We seek to understand the needs of those that we serve and provide for those needs.,[object Object],Entrepreneurial Spirit - We actively seek opportunities to learn,change and grow.,[object Object]
Strategic Planning:  Priorities2008 - 2012,[object Object],Financial,[object Object],We will diversify funding and achieve stable and predictable revenue to support its work,[object Object],We will grow its operating budget to $3 million,[object Object],Internal Business Processes,[object Object],Stakeholder,[object Object],Vision Mission  Values,[object Object],We will be a leader in the County and provide the highest quality services to individuals, couples and families,[object Object],We will meet the needs of individuals, couples and families regardless of their ability to pay.,[object Object],Human Resources,[object Object],We will be the most rewarding agency at which to work, learn and grow.,[object Object]
Governance Principles - ,[object Object],Directors are encouraged to actively participate through being informed, independent, conducting self-evaluation, ongoing development and contributing;,[object Object],Board will add value to the agency and the agency add value to the community;,[object Object],Directors will ensure financial oversight and accountability;,[object Object],The Board will ensure disclosure and transparency to stakeholders;,[object Object],The Board will establish clear strategic direction, and,[object Object],The Board will focus on fiduciary responsibilities,[object Object]
Board Competency,[object Object],Governance experience; ,[object Object],Financial Savvy; ,[object Object],Knowledge of the whole community;,[object Object],Commitment to continuous learning;,[object Object],Ambassadorship;,[object Object],Risk Management;,[object Object],Human resource; ,[object Object],Policy Development; ,[object Object],Social Service experience, and,[object Object],Fund raising experience.,[object Object]
Board make-up,[object Object],Including appropriate competency and:,[object Object],The Board will reflect the community (including catholicity), and,[object Object],The Board will reflect diversity.,[object Object],[object Object],[object Object]
Board/Management Split,[object Object],Board role: set strategic plan and provide appropriate oversight;,[object Object],Management role: Execute the approved business plan within the oversight parameters set by the Board;,[object Object],Executive Director role: Responsible to the Board for the execution of the Strategy as defined by the annual Business Plan,[object Object],Report to the Board significant variances from the existing Business Plan,[object Object],Management/Board liaison, and,[object Object],Ensure that joint planning cycle is conducted,[object Object]
Linking Strategy And Governance
Strategic Planning Session,[object Object],John Baker,[object Object],Aperio,[object Object],215 Spadina Ave Suite  170,[object Object],Toronto, ON,[object Object],M5T 2C7,[object Object],1-800 -479-2782,[object Object],www.aperio.ca,[object Object],End of Presentation,[object Object]
Linking Strategy And Governance

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