Alan Hough – Governing Purpose-Driven Organisations: What’s the Same? What’s Different?

Transcript

1. Governing purpose-driven organisations: What’s the Same? What’s Different? Dr Alan Hough
2. Purpose 1.  Explore what purpose-driven organisations are 2.  Explore implications for Boards and governance
3. What are purpose-driven organisations?
4. What are purpose-driven organisations? •  Purpose informs service delivery and organisational design •  A commitment to keeping things simple •  Trust in the frontline •  Usually, use self-organising teams
5. Examples •  International examples: •  Netherlands: Buurtzorg, JP van den Bent Foundation, ZorgAccent, FamilieHulp •  Britain: Cornerstone Scotland, c-change Scotland, Wellbeing Teams England •  Australian examples: •  North-West Residential Services (Burnie) •  ACES (Port Macquarie) •  Avivo (Perth), Langford (Hobart), and many more
6. An example: •  “Humanity above bureaucracy”: keep things simple •  Implied trust •  Strong socialisation of staff •  Non-traditional approach to promoting quality •  Initially, CEO/Founder experienced considerable frustration with Supervisory Board
7. How do you implement the approach? 1.  Explore 2.  Design 3.  Consult 4.  Implement
8. Implications for Boards and Governance
9. Legal responsibilities •  Disclaimer •  Not a lawyer •  Don’t give legal advice •  High-level description only
10. Legal responsibilities cont. •  The law states that the Board has the power to manage the business of the organisation •  Director duties, but not detailed direction •  Case law: ASIC v Adler
11. Legal responsibilities cont. •  Specific responsibilities •  Workplace health and safety issues: Due diligence requirements on “officers” •  Might be other obligations: for example, NDIS Quality and Safeguarding regime, including civil penalties
12. How duties can be discharged
13. Six suggestions for boards 1.  Understand the purpose-driven approach 2.  Help put the purpose into purpose-driven 3.  Be open to alternative approaches to ‘control’ and accountability 4.  Use the purpose-driven approach when things go wrong 5.  Increase transparency: Allow access to data 6.  Don’t get caught in the hype
14. 1. Understand the purpose-driven approach www.nds.org.au/worforce-hub: > Optimising your performance > Innovation for High Performance
15. 2. Help put the purpose into purpose- driven Why? How? What?
16. 3. Be open to alternative means of ‘control’ and accountability
17. 4. Use the purpose-driven approach when things go wrong
18. 5. Increase transparency: Allow access to data
19. 6. Don’t get caught up in the hype
20. Resources •  www.nds.org.au/workforce-hub/optimising-your-workforce and click Innovation for High Performance •  Alan Hough: alan.hough@nds.org.au, 0407 132.848