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Ontario Council of Organizations Serving Immigrants – ED Forum

Strategic Planning and Governance –November 3rd, 2009

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Strategic Planning Where are you going?

How are you going to get there?

What rules are you going to follow?

How will you know that you are on the right track and how will you know when you have arrived?

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Strategic Planning Process

DESIRED FUTURE STATE

6. ImplementationCURRENT STATE

2. Define Strategic Framework

Vision, Mission, Values, & Strategic Priorities

1. Set ContextInterviews, Surveys& Community Profile

5. Implementation Plan Objectives, Accountabilities Budgets, Risk Management,

Update/Revision Process

3. Define GoalsCurrent State Assessment, SWOT

Gap Analysis, and Definition of Goals

4a. Refine & RatifyStrategic Framework

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Mapping the Future

Formulate aspirations that are worth believing in and fighting for by meeting three challenges:

Challenge #1 - Vision Statement

Challenge #2 - Mission Statement

Challenge #3 - Core Values

Challenge #4 – Strategic Priorities

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Community Vision – Key Questions1. What are your ultimate hopes for this

community?

2. What conditions in your community would have to exist (within the segments you serve) for your organization to no longer be needed?

I wish to live in a community that…..

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VisionYour ultimate hope for your target

population: Habitat for Humanity Canada:

“A world where everyone has a safe and decent place to live.”

Hospital for Sick Children (Sick Kids): “Healthier children. A better world.”

Canadian Cancer Society: “Creating a world where no Canadian fears cancer.”

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Mission – Key Questions1. To achieve the vision, whose needs will you

serve?

2. What role should you play in addressing these needs?

Our mission is to do……..for……..

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MissionThe role your organization currently has, or would like to have, in realizing its vision.

Habitat for Humanity Canada: “To break the cycle of poverty and build strong communities by helping people gain access to affordable and sustainable housing”

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.”

“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.”

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Core Values-Key Questions1. What do we value in terms of how we do what we do?

2. What do we value in our relationships with each other and our partners?

3. What principles or beliefs should guide our work?

4. What do board members and employees stand for and embrace?

What rules will we follow?

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Core ValuesWhat your organization believes in, stands for, and embraces.

Sick Kids:

“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.”

“Integrity – in our commitment to accountability and transparency; in respect for all; in effective communication; and in our ethical practices.”

“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.”

“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.”

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Strategic Priorities Define what your organization will

do about its most critical, strategic issues.

Each strategic priority should define two key elements:

1. The critical issue that the organization must address to deliver on its mission, and

2. Measurement.

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Strategic Priorities Program Priority

What must you excel at in order to achieve it mission?

Through our…understand and meet the social services needs of the vulnerable/community

Needs assessment

Set priorities

Product services design

Evaluate

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Strategic Priorities Stakeholder Priority

Who are your stakeholders?

What value do you offer them?

What do you want them to be saying about you?

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Strategic Priorities Organizational Priority

How will we sustain our ability to change and grow?

Human resources

Infrastructure (IT, buildings…)

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Strategic Priorities Financial Priority

How do we wish to appear to our funders?

To meet our future needs – what should the funding mix be?

What should our budget be?

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Gap Analysis Gap between Current State and Future Vision

Future Vision

StrategicGap

Current State

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Supporting Goals – Key Questions1. What is your organization’s

current state relative to each strategic priority?

2. What are the major, strategic gaps between your current state and each strategic priority?

3. What goals will need to be achieved to bridge the gaps over the next 3-5 years?

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Governance

Make policy

Limitations on management

Hire CEO

Due diligence

Audit

Raise funds

Lobby

Intro to Governance

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Governance(working definition) Where are you going?

How are you going to get there?

How will you know?

What rules will follow follow?

Vision/Mission/Values/Strategic Priorities

Intro to Governance

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Governance - Fiduciary Duties Required to exercise their power with

competence (or skill) and diligence in the best interests of the corporation

Duty of Care Skill/competence

Diligence

Duty of Loyalty (no profit/conflict of interest) Honesty

Good faith

Intro to Governance

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Governance Carver model

Policy

Delegation

Means/ends

Management model Intrinsically involved

Day to day decisions

Representational Model Focus on interests of subordinate concerns

Intro to Governance

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Governance as Leadershipin 3-Part Harmony

Adapted from“Governance as Leadership”

Richard Chait et al. 2005

Governanceas

Leadership

Strategic Mode

Fiduciary Mode

Generative Mode

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Ethical Conduct

Policies procedure

Meetings

Evaluation/reviews

Board Development

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How to link strategic planning and governance? Individuals support what they help

create

The Board’s role is to cause planning to occur – not necessarily to do the planning

One day events rarely work

Strategic planning is about a robust process

Consult broadly and use a cross-functional planning team

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Strategic Planning Process

DESIRED FUTURE STATE

6. ImplementationCURRENT STATE

2. Define Strategic Framework

Vision, Mission, Values, & Strategic Priorities

1. Set ContextInterviews, Surveys& Community Profile

4b. GovernanceReview

5. Implementation Plan Objectives, Accountabilities Budgets, Risk Management,

Update/Revision Process

3. Define GoalsCurrent State Assessment,

Gap Analysis, and Definition of Goals

4a. Refine & RatifyStrategic Framework

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Governance PrinciplesIn order for the Board to support

the implementation of the Strategic Plan, what are the principles that the Board should follow?

Governance Principles

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Example: Governance Principles Lay solid foundations for management and oversight by

recognizing and publishing the respective roles and responsibilities of board and management.  

Structure the board to add value by designing a board of an effective composition, size and commitment to adequately discharge its responsibilities and duties. 

Actively promote ethical and responsible decision-making  

Safeguard the integrity in financial reporting.  

Make timely and balanced disclosure.

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Example: Governance Principles Respect the rights of stakeholders and

facilitate the effective exercise of those rights.  

Recognize and manage risk.

Encourage enhanced performance.

Remunerate fairly and responsibly. 

Recognize the legitimate interests of stakeholders.

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Competency Identification and Development What competencies are required of the

Board in order to ensure the success of the Strategic Plan?

Are these competencies in the Board? How do you close the gap?

Competencies

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Strategic Planning: The Case Study

Community Vision – The county is a strong, caring, healthy community where families and individuals are empowered to access the resources they need to thrive.

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

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Strategic Planning: Creating the Future State

Values – Our values are:

Respect - We treat people with dignity. We are individually accountable for how we act and behave.

Excellence - We provide quality counseling and support.

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.

Transparency - We hold a privileged position of trust. We communicate our results and our challenges.

Compassion - We balance emotional concern with an informed course of action.

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.

Entrepreneurial Spirit - We actively seek opportunities to learn, change and grow.

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Strategic Planning: Priorities2008 - 2012

Vision Mission Values

Financial

Internal Business Processes

Human Resources

Stakeholder

1. We will diversify funding and achieve stable and predictable revenue to support its work

2. We will grow its operating budget to $3 million

We will be the most rewarding agency at which to work, learn and grow.

We will be a leader in the County and provide the highest quality services to individuals, couples and families

We will meet the needs of individuals, couples and families regardless of their ability to pay.

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Governance Principles - 1. Directors are encouraged to actively participate through

being informed, independent, conducting self-evaluation, ongoing development and contributing;

2. Board will add value to the agency and the agency add value to the community;

3. Directors will ensure financial oversight and accountability;

4. The Board will ensure disclosure and transparency to stakeholders;

5. The Board will establish clear strategic direction, and

6. The Board will focus on fiduciary responsibilities

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Board Competency1. Governance experience;

2. Financial Savvy;

3. Knowledge of the whole community;

4. Commitment to continuous learning;

5. Ambassadorship;

6. Risk Management;

7. Human resource;

8. Policy Development;

9. Social Service experience, and

10.Fund raising experience.

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Board make-up Including appropriate competency

and:

1.The Board will reflect the community (including catholicity), and

2.The Board will reflect diversity.

• The Board will be recruited using the competencies previously mentioned - number total 11.

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Board Committee Structure1. Audit committee – financial, health and

safety, employee standards, public health, and environmental;

2. Policy/Procedures (governance) committee – to examine bylaws (currently there are multiple bylaws in use);

3. Finance Committee, and

4. Recruiting and Nominating (HR) committee.

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Board/Management SplitBoard role: set strategic plan and provide appropriate

oversight;

Management role: Execute the approved business plan within the oversight parameters set by the Board;

Executive Director role: Responsible to the Board for the execution of the Strategy as defined by the annual Business Plan Report to the Board significant variances from the existing

Business Plan

Management/Board liaison, and

Ensure that joint planning cycle is conducted

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Strategic Planning Session

John Baker

Aperio

215 Spadina Ave Suite 170

Toronto, ON

M5T 2C7

1-800 -479-2782

www.aperio.ca

End of Presentation