maximising impact: the implications for governance · "as with any other aspect of charity...
TRANSCRIPT
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MaximisingImpact:TheImplicationsforGovernance
29th March2017
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© Big Society Capital LimitedNew Fetter Place, 8-10 New Fetter Lane, London, EC4A 1AZRegistered no 07599565
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GET INFORMED is a campaign to help support charity trustees and non-executive directors of
social enterprises to better understand the opportunities and risks of using social investment.
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"As with any other aspect of charity strategy, trustees should feel confident to make bold and
even radical decisions on social investment as long as they comply with their duties and responsibilities
in reaching the decision and they know they have the information they need."
Sarah AtkinsonDirector of Policy & Communications, Charity Commission
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• Events• Peer networks• Free resources and materials on social investment• Case studies of various Board perspectives• Mentors to build knowledge• Board facilitated sessions• Media and communications
The GET INFORMED campaign offers:
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Meet the faces of the campaign
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Carolyn CliftonChair,
Ambition East Midlands
David HolmesCEO,
Family Action
Roger GoodyearCo-Chair, Portsoy
Community Enterprise
Mike ParkerChair,
Street League
Helen ThomsonChair,
Sheffield Futureshapers
Bryan PortmanChair,
Family Action
Lisa HilderTrustee,
Preston Road Women’s Centre
Beverley PassCo-Chair,
Women’s Aid
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David HolmesCEO,FamilyAction
Alice MaynardFormer Chair,
Scope
Azina BulmerVice-Chair,The Works
John PulfordChair,
Creative Kernow
This could be YOU!
John BarnesTreasurer,
Dementia Adventure
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“Social investment has enabled us to work with
young homeless people on a much larger scale. It can
potentially be a financial risk for boards, so they need to
have information and confidence in order to
assess that risk.”
Carolyn CliftonChair, Ambition East Midlands
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“In the current public service environment, money is tight and innovation can be difficult to achieve. If you can get the right deal for your charity and choose your financial product well, social investment can provide a route to innovation and offer
the opportunity to test ground-breaking ideas.”
Bryan Portman and David Holmes Chair and CEO, Family Action
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“Social investment has provided us with the working capital needed to grow and
meet the needs of the charity. Boards need to better
understand the various options available and how
social investment can support their charitable mission.”
Azlina BulmerVice-Chair, The Works
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“Social investment has provided a cushion to cover
periods of stress, giving Street League the confidence to grow in a balanced and measured
way. There’s a need to constructively articulate the
way other organisationscould develop the means to use social investment.”
Mike ParkerChair, Street League
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“Social investment was the only means by which our organisation was able to
acquire property and double our workspace for creative people.
It has helped us develop a sustainable business model through an investment which was beyond the risk criteria
of high street banks.”John Pulford
Chair, Creative Kernow
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"We are currently exploring social investment options as
we look to expand and improve our holiday provision
by designing and building Dementia Adventure holiday
centres of excellence. We are both excited and cautious
about this and plan to build our confidence and readiness to take on social investment.”
John BarnesTreasurer, Dementia Adventure
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Faces of the campaign
Nationwide
1
SCOTLAND
NORTHEAST
NORTHWEST
YORKSHIRE &HUMBERSIDE
WEST MIDLANDS
WALESEASTERN
LONDON
SOUTH EASTSOUTH WEST
EAST MIDLANDS
Portsoy Community Enterprise1
4
28
6
35
7
Preston Road Women’s Centre2
Family Action3
The Works Skate Park4
Furnistore5
Ambition East Midlands6
Krowji Arts Centre (ACT Cornwall)7
Futureshapers8
Women’s Aid9
Dementia Adventure10
Streetleague11
Association of Chairs / Scope12
9
10
11
12
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To register your interest and find out more about the GET INFORMED campaign visit:
www.bigsocietycapital.com/get-informed
For more general information on investment and finance for charities and social enterprises, please visit:
www.goodfinance.org.uk
How to get involved or find out more
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GET INFORMED is a joint initiative led by Big Society Capital in partnership with:
GET INFORMED is supported by:
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© Big Society Capital LimitedNew Fetter Place, 8-10 New Fetter Lane, London, EC4A 1AZRegistered no 07599565
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BuildingonE3M’spreviousworkongovernance• GovernanceforGoodSeminar14/9/2014andPublication
2015
• Themes:• Beyondgovernancetheory - torealissuesdespiteapplied
theory• Dutytochange/invest/risk - notjusttomaintain/preserve/
safeguard• Governanceisdynamic - withinstitutionalphases,changing
needs• Stakeholderrolesfundamental - user,employee,member,
community• Balance - purpose/commerciality;formality/practicality/
priority
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AgendaTime Description
09.30 Welcomeandopeningremarks
’GetInformed’- Geetha Rabindrakumar,Big SocietyCapital
‘Settingthescene’- JulianBlake,BWB
Agendaetc - PaddyRadcliffe
MaximisingImpact:StreetLeaguecase studyanddiscussion
11.15 Break
Investment andRisk:FusionHousingcasestudyanddiscussion
12.30 Lunch
13.20 Governance - whatgoodlookslike: FamilyActioncasestudyplusBWBinput
Maximising impact- exploringgovernanceimplications1:Roleandpurpose,Processandstructure
15.00 Break
Maximising impact- exploringgovernanceimplications2:ThePeopleDynamic,Boarddevelopment
Reflectionandplanning
Wrapup
17.00 Close
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Maximising Impact- CaseStudy
Mike ParkerMatt Stevenson-Dodd
@Matt_SD@Street_League
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Our work should be difficult…• Is 100% success a good thing?• Should we talk more about what we don’t get right?
“It has proved impossible to reconcile Kids Company’s claims about its caseload with evidence from other sources. The evidence is that the figures were significantly over-inflated.” –PUBLIC ADMINISTRATION AND CONSTITUTIONAL AFFAIRS COMMITTEE
“We have worked with over 38,000 people”
“WE'VE HELPED MORE THAN 116,000 YOUNG
PEOPLE SINCE WE WERE FOUNDED”
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1) Never over-claim what you do
2) All percentages must include actual numbers to avoid being misleading
3) All outcomes are backed by proof which can be externally audited.
Our 3 Golden RulesFor Reporting Outcomes
(8/10)or(8000/10000)
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Impact and Governance at Street League
• #CallForClarity campaign discussion• Board members views on impact• Impact reporting to Board.• Commercial v Impact
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Thank You@Matt_SD
@Street_League
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Tablediscussion
A‘starterfor10’…• Howhappyareyouwithyourimpact?• Whatgetsinthewayofmaximisingimpact?• Towhatextentdoesmaximisingimpactdriveyour
decisionmaking?
• 20minutesfollowedbyfeedbackinplenary.
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InvestmentandRisk
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E3M Governance SeminarFusion Housing SIB Case Study—
29th March2017
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Context - Fair Chance Fund overview
36
Education/Training:•Entryintoeducation/training:(£500)•Firstentrylevelqualification:(£1,500)•AchievementofNationalQualificationsFramework(NQF)Level1qualification:(£2,500)•AchievementoffirstNQFLevel2qualification:(£3,500)
Employment/volunteering:•6Weeksvolunteering:(£500),13weeks:(£500),20weeks:(£250),26weeks:(£250)•Entryintoemployment:(£500)•13Weekspart-timeemployment:(£3,000),26weeks:(£2,000)•13Weeksfull-timeemployment:(£4,500),26weeks:(£3,500)
Assessmentfees:•Initialassessmentfee:(£500)•Secondassessmentfee:(£500)•Thirdassessmentfee:(£200)
Accommodation:•Moveintoaccommodation:(£500)•Accommodationsustainedfor3months:(£1,500),6months:(£1,500),12months:(£1,500),18months:(£1,500)
FairChanceFund– MaximumOutcomeTariffs
A £15mn payment by results programme which aims to improve outcomes for 1,600 young, homeless people whose needs are not addressed adequately by existing services
• 3 year term, launched January 2015
• Funded by DCLG (£10mn) & Cabinet Office Social Outcomes Fund(£5mn)
• Seven projects selected
• Single outcomes tariff list, with a (maximum £17k per participant payable)
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Pre-implementation:SIB development
advisory
Fusion Housing - Fair Chance Fund SIB structure
CommissionerDepartment for Communities &
Local Gov’tFair Chance Fund
Service ProviderFusion Housing
Investors Bridges Ventures
Key Fund
Performance Manager
Numbers for Good
SpecialPurpose Vehicle
Payment for Outcomes
Capital repayment & Financial returns
Intervention funding at fixed
terms
Outcomes & Savings
SIB performance management
Beneficiaries300 homeless young
people
Investment
Intervention
SIB performance management contract and fee
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Tablediscussion
‘Starterfor10’…• Dowetakeenoughrisksinordertomaximise
impact?Doweinvestenough?• Whatstopsusfrominvestingforimpact?
• Readinesstoinvest?• Abilitytomanagerisk?• Understandingoftheoptionsavailable?
• 20minutesfollowedbyfeedbackinplenary.
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Processforthisafternoon
• ‘Whatgoodlookslike’• DavidHolmes• JulianBlake
• Keyareasfordiscussion• Roleandpurpose• Processandstructure• Thepeopledynamic• Boarddevelopment
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E3M Governance SeminarGovernance – what does good looks
like? And how can we be sure?!
David Holmes CBE29th March 2017
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Context
• My Governance journey as a CEO, Board member, Trustee and Chair
• Governance for uncertain times• Governance in a time of austerity • Balancing the immediate with the strategic• Balancing agility with reflection• Balancing investment with impact• Balancing activity with mission
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Role and purpose of the Board
• Creating space to think about the future as well as the immediate present
• External input• Wisdom• Scrutiny and challenge • Holding the CEO and leadership team to
account• Generous leadership
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Process and Structure
• What is on the Board agenda? • Using time at the Board well• Who has a grip on the detail? • Ensuring the Board knows the organisation• Trustee involvement outside Board meetings • Decision making at Board level• The role of the Chair
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People and Dynamics
• Support vs Challenge• Getting underneath the skin of organisations• Modelling effective leadership• Consider relationships with the Board and
within the Board
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Board Development
• Who is around the table?• Identifying skills gaps• A focus on individual contribution• Avoiding groupthink• Temperature checks and reviews• Measuring Board effectiveness
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www.family-action.org.uk
GrantsAdult Mental Health & Wellbeing
Early Years Children & Families
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Whatgoodlookslike
• Theoryknown.Butformbeingreachedfor,notareality.Nothingnew/nothingperfect.
• Assume:Boardwithrequisitebalance,capability&commitment(otherwisecompositionanissue).
• Issuesrelatingtominimising distortionfrom/maximising dynamismtowardsPurpose.
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RoleandPurpose
• OnlyRole– facilitatingdeliveryofpublicbenefitPurpose,viably&sustainably
• EnsureongoingBoardcapability/infrastructure/resources/proportionateprocess,todeliverPurpose
• EnsureongoingstrategyimplementationtodeliverPurpose
• Support&scrutinizeExecutiveondeliveryofPurpose• Ensureancillarypublic/regulatoryaccountability/
transparency• DutytoavoidPurposedistortion:byprocess,un-dynamic
governance,conservativeinstincts,personalfactors,collectiveinefficiencies
• Dutytoreview/change/invest/risk.
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ProcessandStructure
• Meanstodeliver/servePurpose;riskmanagementre.formoversubstance
• Howtoensureproductiveestablishment,development,strategy,scrutiny,accountability?
• Board/Executiveprinciples– macro/micro;prioritisation;focus;agenda&meetingmanagement
• Board/Executivemethodology– clarity– Carver/PolicyGovernance– reportingframeworkclarity,ownership,level,standard,format;wholeBoardscrutiny;separateskills/committeework;clarityofdelegation
• Balanceofconsiderationtime,discussion,assumptiontestingagainstdecisionimperative.
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ThePeopleDynamic
• Ongoingattentiontobalance/capability/commitmentassumption– review,rollingrecruitmentobjective- judgement&process
• Institutionsrequireclear,functional,Purposedrivenrelationships
• Boardmembershipacivicdutynotapersonalinterest
• User/employee/member/widerstakeholderengagement/consultation– institutionalelementsotherthanBoard&SMT.
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Boarddevelopment
• ForBoard- civicduty,notpersonalinterestpromoteschangeoverlackofdynamism
• Iseverymemberfulfilling/stillfulfillingadistinctiverole
• IseverymemberclearonPurposeandprocess• Doestheculturealloweachmemberto
participate– counter-effectofdominantvoices,consensusassumptions,non-useofdissentingchallenge.
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RoleandpurposeoftheBoard
• Howclearistheroleandpurposeofyourboard?• Internalrole?Externalrole?
• Whatistheuniquecontributionthattheboardmakestothesuccessoftheorganisation?
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Processandstructure
• Towhatextentaretherighttopicsonyourboardagenda?Isappropriatetimeallocatedfortheirdiscussion?
• Theprocessandcontentofboardpapers- helporhindrance?
• Aredecision-makingprocessesclear?• Howwelldocommittees/advisorypanelssupport
theboard?
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Thepeopledynamic
• Towhatextentdoestheboardunderstandandexhibitthebehavioursneededforitseffectiveoperation?
• Howconstructivearethekeyrelationships?• Withintheboard?• ChairandExec?• Boardandexec,staff,otherkeystakeholders?
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Boarddevelopment
• Doestheboardhavetherightexperience,skillsandcapabilitiestosupporttheaimsoftheorganisation?
• Aresuccessionplansinplace?• Towhatextentisboardperformanceassessed?
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Reflectionsandplanning
• Reflectingondiscussionstoday:• Whatisyourkeyreflection/takeout?• What’stheONETHINGyouaregoingtodo/do
differently?• What’sthenextstep/action.
• Conversationsinpairs/threes• 20minutes.