Day 10: Monday October 11 Chapter 15. (pp. 268
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Transcript Day 10: Monday October 11 Chapter 15. (pp. 268
Governance & Accountability in
the Third Sector
Third Sector Innovation: Sustainability and
Social Impact (ITSSI) Conference
August 17, 2007
Sao Paulo, Brazil
Norman D. Bishara, Assistant Professor of Law & Ethics
Ross School of Business at the University of Michigan
Email: [email protected]
Session Outline and Format:
I. Introductions
II. Presentations:
Moderator:
Norm Bishara, Stephen M. Ross School of Business
at the University of Michigan (20-25 Minutes)
Speakers:
Josmar Verillo, Amarribo (20 Minutes)
Ben Powell, Agora Partnership (20 Minutes)
Jesus Garcia, ITS – Instituto de Tecnologia (20 Minutes)
Brief Moderator Wrap-Up (5 Minutes)
III. Discussion (30 Minutes)
IV. Conclusion
N. Bishara
August 17, 2007
I. Introductions
Speakers:
Josmar Verillo, Amarribo
Ben Powell, Agora Partnership
Jesus Garcia, ITS – Instituto de Tecnologia Social
Moderator:
Norm Bishara
N. Bishara
August 17, 2007
II. Presentations
A brief word about my background
The goal for comments on governance and
accountability
Big picture: background and trends for NGOs
Specific example: board of directors
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A Model of the Management Structure of a
Nonprofit/NGO
Officers & Staff
Run the day-to-day
operations of the
organization
Board of Directors
- Manage the business of the organization
- Determine the strategy, goals w/in the mission
- Delegate authority to director and staff
- Select and remove staff, and determine
compensation
Constituents
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August 17, 2007
(recipients of services; may also serve as
advisors; broadly conceived)
Big Picture of Governance/Accountability
World Bank Governance
Matters Report (2007)
Transparency
International’s Corruption
Perceptions Index (2006);
Corruption & Governance
Measurement Tools in Latin
American countries (2006)
Trends in Corporate
Governance
Also, civil society
organization-level
challenges
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August 17, 2007
Trends in NGO Governance & Accountability
Pressure on NGOs to act more like businesses (social
enterprise and the “marketization” of the third sector)
positive or negative?
Changing funding sources and funding environment
Government, regulator & constituent pressure
Globalization and rising status of NGOs
Other (including scandals and IT)
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Example: High Performing Board of Directors
Why boards?
Accountable to whom?
Internalize and prioritize principals
Operating documents and guidelines
“360 degree” view of stakeholders
Consider a Code of Ethics
Goal of functional transparency
System of reporting and oversight
Focus on member selection
Professionalize the process; professionalize the
membership and networking
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Conclusion
Influences and Trends
fostering governance and accountability
Benefits
Drivers of change and sustainability
Boards and staff systems
Continual follow-up and review
Advantage to well-run and accountable organizations
Next…
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August 17, 2007
As we move into the organizational case studies:
Key Themes/Questions for the Panel
is there pressure to develop and maintain good governance
and accountability practices (and where is that pressure
coming from)?
how has your organization evolved with regard to its
accountability and governance structures?
how do other entity’s management structure and internal
governance influence your goals?
how do concerns of governance and accountability issues
influence decision-making at your organization?
Guidance: which experiences with governance and
accountability development have been the most frustrating?
The most rewarding?
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Next…
II. Presentations (continued)
Speakers:
Josmar Verillo, Amarribo (20 Minutes)
Ben Powell, Agora Partnership (20 Minutes)
Jesus Garcia, ITS – Instituto de Tecnologia Social
(20 Minutes)
Brief Moderator Wrap-Up (5 Minutes)
III. Discussion (30 Minutes)
IV. Conclusion
N. Bishara
August 17, 2007
N. Bishara
August 17, 2007