pROPOSED Governance structure - Together SA › wp-content › uploads › ... · The proposed governance structure described in page 7 to 21 has been developed over the past 12 months

PROPOSED GOVERNANCE STRUCTURE

ADELAIDE, 30 JUNE 2018

WAY’s Governance Structure Page 2 of 20

TABLE OF CONTENTS

Introduction .............................................................................................................................................................................................................................. 3

How will WAY be governed in 2018 - 2019? ......................................................................................................................................................................................... 3

WAY’s proposed Governance Structure unpacked ................................................................................................................................................................. 3

How do we work? ...................................................................................................................................................................................................................... 4

Collective Impact ................................................................................................................................................................................................................. 4

10 Behaviours ............................................................................................................................................................................................................................ 5

Overview of the proposed Governance Structure ........................................................................................................................................................................ 6

Overview of Roles & Responsibilities ........................................................................................................................................................................................... 7

Executive Team .......................................................................................................................................................................................................................... 8

Strategic Outcomes Teams ....................................................................................................................................................................................................... 10

Action Teams ........................................................................................................................................................................................................................... 12

Resource Teams ....................................................................................................................................................................................................................... 14

Forums .................................................................................................................................................................................................................................... 16

Advisory Panels ....................................................................................................................................................................................................................... 17

Champions ............................................................................................................................................................................................................................... 18

Backbone ................................................................................................................................................................................................................................. 19

Thank you ................................................................................................................................................................................................................................ 21

WAY’S Governance Structure Page 3 of 21

INTRODUCTION

The Wellbeing of Adelaide Youth (WAY) Initiative aims to engage as many cross-sector stakeholders as possible including representatives from state and local government,

the education and health sectors, Adelaide-based NGOs, service providers, local businesses, 18-24 year olds and other community members. That is why it needs a

governance structure to help it function efficiently and effectively. In short, the governance structure encompasses how the initiative is organised and managed to address

its goals.

The proposed governance structure described in page 7 to 21 has been developed over the past 12 months by WAY’s Governance Team with support of the backbone and

with input from other WAY members through consultation. It is a clear reflection of WAY’s intention to establish strong foundations for this Collective Impact initiative.

How will WAY be governed in 2018 - 2019?

In 2018 - 2019 WAY aims to populate its executive team, three of its Strategic Outcomes Teams and at least one Resource Team: Measurement and Evaluation. In an ideal

scenario which encompasses WAY securing sufficient funding and/or stakeholder buy-in to lead parts of the work, the governance structure proposed in this document will

be tested in practice, monitored throughout the year and officially reviewed and revised in May 2019 if needed. However, it is important to mention that WAY partners may

need to be adaptive and ready to change the governance structure to accommodate the pace and progress of the work and reflect what is possible to achieve with the

resources available at a given time.

WAY’s proposed Governance Structure unpacked

WAY’s proposed Governance Structure provides an overview of the WAY we work, the behaviours that underpin our collaboration, a brief overview of the structure, WAY’s

Governance Diagram and detailed descriptions of each component of the structure including their functions, the attributes their members need to possess, the number of

members needed, the expected time commitment of members and descriptions of the nomination process.

Froukje Jongsma, Collective Impact Leader

Together SA

30 June 2018


HOW DO WE WORK?

Collective Impact

WAY is a Collective Impact Initiative. Therefore, the Collective Impact Framework and its five conditions guide the way we work:


10 BEHAVIOURS

We have collectively defined additional behaviours which underpin WAY’s collaboration:

1. Results driven

We are focussed on achieving our outcomes and vision

2. Inclusion

We embrace diversity

3. Authentic Engagement

We are doing our work with 18-24 year olds, not for or to

4. Capacity building

We are committed to ongoing learning and capacity building

5. Accountability

We are accountable to each other and to the City’s 18-24 year olds

6. Innovation

We prototype our ideas to achieve more effective and sustainable outcomes

7. Positivity

We focus on what is strong, not what is wrong

8. Evidence based

We use evidence to ensure we develop and implement the strategies that will make a difference

9. Strategic learning

We monitor, measure, evaluate and learn

10. Sustainability

We acknowledge that creating systems change takes time and are committed to delivering an ongoing contribution


OVERVIEW OF THE PROPOSED GOVERNANCE STRUCTURE


OVERVIEW OF ROLES & RESPONSIBILITIES

Executive Team Provides oversight of the initiative, develops guiding strategies and plans and advocates for sector alignment to the initiative’s common

agenda. This group is also responsible for the sustainability of the initiative and ensuring shared measurement is used to track the

initiative’s progress.

Strategic Outcomes Teams

Identify short, mid-term and long-term outcomes, projects and actions as well as quick wins to progress their priority strategy, gather

stories behind the baselines, advocate for alignment and contribute to systems change.

Action Teams

Focus on a specific action or project identified by a Strategic Outcomes Team. Some of these groups are short-term, such as those

working on quick wins, whilst others work on long-term actions.

Resource Teams

Work across the initiative to support the Executive Team, Strategic Outcome Teams and Action Teams as required. Resource Teams

provide expertise in areas such as communications, community engagement and data gathering and analysis. Examples include WAY’s

Measurement & Evaluation Team and the Youth Engagement Team.

Forums Bring together cross-sector stakeholders and young people, including those not represented in the governance structure, to hear about

the initiative’s progress and help set the priorities for future work.

Advisory Panels Provide insight and advice to the Executive Team, Strategic Outcome Teams and/or Action Teams to help inform strategies and actions

to address the initiative’s priorities.

Champions

Promote the work of the initiative and encourage sector alignment to the initiative’s common agenda and shared measurement.

Backbone

Responsible for progressing the initiative by guiding and supporting the different components of the structure.

Sector networks, influencers, young

people and community

Represent the broader community and sector context within which WAY operates. These individuals and organisations are not formally

part of the governance structure but influence its activities.

More detailed information about each component of the governance structure can be found below.


EXECUTIVE TEAM

The Executive Team provides oversight of WAY, develops guiding strategies and plans and advocates for sector alignment to the initiative’s common agenda. This group is

also responsible for the budget and sustainability of the Initiative and ensuring shared measurement is used to track the initiative’s progress.

Function

Oversight & Strategy

Advocacy & Relationships

Measurement & Evaluation Communication Sustainability

▪ Oversee and drive the

initiative

▪ Develop bi-annual

strategies and plans in

consultation with the rest

of the collective

▪ Identify strategic learning

needs, gaps, and strengths

and use influence to build

the initiative’s capacity

▪ Link with other parts of the

collaboration to ensure

alignment

▪ Decision-making power to

intervene when another

part of the structure isn’t

making progress

▪ Act as formal champions

▪ Build and maintain

strategic relationships

▪ Encourage and strengthen

the relationship with cross-

sector stakeholders inside

and outside of the initiative

to progress the work

▪ Promote sector alignment

to the common agenda

▪ Work with the initiative’s

partners to overcome

barriers and/or constraints

▪ Establish performance

measures for the Executive

Team

▪ Drive the agenda of shared

measurement across the

collaboration

▪ Track the initiative’s

progress against selected

indicators and performance

measures

▪ Contribute to mapping

▪ Encourage external

stakeholders to share

relevant data

▪ Evaluate the Executive

Team’s work and

performance

▪ Track the progress made by

different parts of the

structure against the

population level result,

performance measures and

common agenda

▪ Act as face and voice of the

collective (media / public

events)

▪ Ensure high-quality internal

and external

communication

▪ Communicate outcomes in-

and externally to maintain

momentum

▪ Face to face report back to

community during

roundtables

▪ Plan for sustainability of

the initiative

▪ Secure ongoing financial

resources and build in-kind

support

▪ Oversee and manage

budget


Attributes

▪ High-level influencer*

▪ Decision maker on behalf of an organisation*

▪ Passion and drive

▪ Collaborator

▪ Effective communicator

* Not required for 18-24-year-olds.

▪ Adaptive leader

▪ Commitment to the principles of Collective Impact

▪ Commitment to ensuring community is driving the

initiative’s work

▪ Ability to commit and significantly contribute to

the initiative

▪ Commitment to working with an open heart and

mind amongst diverse groups in complex work

No. of members

Time commitment

Nomination process

5 - 10 members of whom 20% are 18-24 year old

residents of the City of Adelaide and at least one is a

private sector stakeholder

▪ A minimum of 12 months

▪ Approximately 3 to 4 hours per month including

quarterly meetings

▪ Expression of interest

▪ Bios of interested stakeholders are distributed

amongst member base

▪ Member vote


STRATEGIC OUTCOMES TEAMS

Strategic Outcomes Teams identify short, mid-term and long-term outcomes for their particular strategy, as well as quick wins to progress that strategy and contribute to

systems change.

Function

Strategy Alignment Research, Measurement & Evaluation

Communication

▪ Identify priorities related to the

team’s strategy based on research

and the input provided during

roundtables, stakeholder meetings,

etc

▪ Identify quick wins for 90-day

projects

▪ Develop strategies and plans for key

issues related to the team’s key

strategy that require long term time

investment

▪ Translate strategies into action

plans

▪ Coordinate and monitor the activity

of action groups

▪ Liaise and collaborate with other

Strategic Outcomes Teams of the

initiative to identify synergies and

avoid duplication

▪ Seek out and empower local groups

and organisations to undertake

activities that support the team’s

strategy

▪ Obtain a clear understanding of the

problems that are linked to the

team’s key strategy

▪ Gather and analyse quantitative and

qualitative data

▪ Stakeholder, service and system

mapping

▪ Research and develop strong

indicators to measure progress

against the team’s key strategy

▪ Research and develop shared

performance measures for the team

and other WAY partners needed to

realise positive outcomes against

the team’s strategy

▪ Track data against relevant

indicators

▪ Develop and track progress against

action plans

▪ Evaluate work

▪ Report to Executive Team

▪ Advocate on behalf of WAY

▪ Refer projects that require financial

resources to the Executive Team

▪ Communicate outcomes

▪ Liaise and collaborate with other

Strategic Outcomes Teams of the

initiative to identify synergies and

avoid duplication


Attributes


▪ knowledge and/or lived experience related to the

strategy the team is working on

▪ Results driven

▪ Commitment to align work of own organisation*

* Not required for 18-24-year-olds


work of the initiative

▪ Commitment to Collective Impact

▪ Excellent communicator

▪ Adaptive Leader




the initiative

Members

Time commitment

Nomination process

▪ Maximum 10 members per Strategic Outcomes

Group of whom at least two are young people;

preferably 18-24 year olds who live in the City of

Adelaide

▪ Should include members with skills and

knowledge aligned to the team’s strategy as well

as ‘unlikely’ partners

▪ Members may be management level or

operational

▪ Preferably representation from the Executive

Team


▪ The first two months we’re looking for a time

commitment of approximately 8 hours and

fortnightly meetings

▪ After that approximately 3 to 4 hours per month

and monthly meetings

▪ Self-nomination

▪ Bios of nominated stakeholders are distributed

amongst member base

▪ Appointed by backbone in consultation with

Executive team


ACTION TEAMS

Action Teams focus on a specific action or project identified by a Strategic Outcomes Team. Some of these teams will be short-term, such as those working on quick wins,

whilst others will work on long-term actions.

Function

Project Management Alignment Measurement & Evaluation

Communication

▪ Undertake specific projects

identified as a priority by the

Strategic Outcomes Teams

▪ Brainstorm

▪ Develop and implement project

plan.

▪ Prototyping (testing ideas)

▪ Adhere to project timeline

▪ Liaise and collaborate with others

to identify synergies and avoid

duplication

▪ Seek out and empower local groups

and organisations to undertake

activities that support the project

▪ Establish performance measures for

the Action Team

▪ Develop and track progress against

action plan

▪ Evaluate work

▪ Produce observable outputs and

outcomes

▪ Report to Strategic Outcomes Team



Attributes


▪ Doer, likes to make things happen

▪ Thinks outside of the box

▪ Results driven

▪ Commitment to align work of own organisation

▪ Commitment to ensuring community is actively

involved in driving the work of the initiative

▪ Commitment to Collective Impact principles





the initiative


Members

Time commitment

Nomination process

▪ 3 - 8 members per Action Team of whom at least

two are young people; preferably 18-24 year olds

who live in the City of Adelaide


operational

▪ Preferably representation from a relevant

Strategic Outcomes Team


▪ Weekly or forth-nightly meetings depending on

the group

▪ Approximately 2 to 4 hours per week

▪ Self-nomination

▪ Appointed by Strategic Outcomes Team


RESOURCE TEAMS

Resource Teams work across the initiative to support the Executive Team, Strategic Outcome Teams and Action Teams as required. They provide expertise and support in

areas such as communications, authentic youth engagement or data gathering and analysis.

Function

Context specific Measurement & Evaluation

Communication

Complete a piece of work, deliver support and/or

provide advice regarding a particular area of work.

Examples:

▪ Measurement & Evaluation – Data collection,

providing advice around indicators and

performance measures, etc

▪ Youth Engagement – Organise activities and

events to link young people to WAY

▪ Capacity Building - Community engagement,

community mobilisation, research methodologies,

etc

▪ Communications - Branding/logos, plan on a page,

flyers/poster, etc.

▪ Growth/resources - Grants and grant applications,

etc.

▪ Establish performance measures.

▪ Develop and track progress against action plan

▪ Evaluate work

▪ Produce observable outputs and outcomes

▪ Report to the Executive and/or a Strategic

Outcomes Team




Attributes


▪ Doer, likes to make things happen

▪ Expertise in the focus area of the Resource Group,

e.g. experience with gathering and analysing data

or marketing and communications skills and

experience

* Not required for 18-24-year-olds

▪ Results driven


work of the initiative

▪ Commitment to Collective Impact principles.





the initiative

▪ Commitment to align work of own organisation*

Members

Time commitment

Nomination process

▪ 2 - 5 members per Resource Team, except for

Youth Engagement Team (5 – 10 members)

▪ Should include members with skills, knowledge

and/or expertise regarding the Resource Team’s

focus area of work


operational

▪ Preferably members include young people

▪ Depends on the needs of the initiative, can be

short term or if ongoing a minimum commitment

of 6 months

▪ Weekly, forth-nightly or monthly meetings

depending on the group and needs of the

initiative

▪ Approximately 4 – 8 hours per month including

meetings, except for Youth Engagement Team -

approximately 4 hours weekly

▪ Self-nomination

▪ Invited and appointed by the Executive Team, a

Strategic Outcomes Team and/or the Backbone


FORUMS

Bring cross-sector stakeholders and young people, including those not represented in the governance structure together to hear about the initiative’s progress and help set

the priorities for future work.

Function

Forums (or roundtables) bring together cross-sector stakeholders, including those not represented in the governance structure to:

▪ Provide an update about the initiative’s key challenges and the progress that was made (accountability and transparency)

▪ Brainstorm, discuss and share ideas

▪ Help set the priorities for future work

▪ Foster buy-in / encourage people to become or stay involved

Participants

Time commitment

Nomination process

▪ Anyone with an interest in the wellbeing of young

people in the City of Adelaide is welcome to attend

▪ Forums are expected to be held twice a year

▪ 3 hours per forum

▪ Self-registration


ADVISORY PANELS

Provide insight and advice to the Executive Team, Strategic Outcome Teams and/or Action Teams to help inform strategies and actions to address the initiative’s priority

areas.

Function

Provide insight and advice to the Executive Team, Strategic Outcome Teams and/or Action Teams around particular topics and/or focus areas to help inform the

initiative’s strategies and actions

Attributes

▪ Representatives of stakeholder sub-groups such as young people with a disability, vulnerable young people or international students as well as professionals and

organisations working with those sub-groups

▪ Can clearly articulate one’s own views, perspective and experience

▪ Ability and willingness to communicate the views, perspective and experience of the cohort they represent

Members

Time commitment

Nomination process

▪ Number of members, will depend on the

initiative’s need

▪ People with lived and/or professional experience

regarding the topic and/or focus area they will

provide advice upon

▪ Depends, will be called to provide advice when

needed

▪ Can be a one off or ongoing contribution

depending on availability and WAY’s need

▪ Face to face or online - Approximately 2 hours per

panel meeting plus preparation time

▪ Expression of interest / self-nomination via online

register or email / sign-up sheets

▪ Invited by backbone


CHAMPIONS

Promote the work of the Initiative and encourage sector alignment to the Initiative’s common agenda and shared measurement.

Function

▪ Advocate for the initiative, promote and enthuse other stakeholders including

community members to support the work and/or get involved

▪ Encourage sector alignment to the initiative’s common agenda and shared

measurement

Additional function - Lead Champions:

▪ Authorised to speak on behalf of the initiative

Attributes

▪ Actively invested, engaged and/or interested in the initiative

▪ Influential person

▪ Ability to speak competently and passionately about the initiative

▪ Willingness to officially represent the initiative as a spokesperson in the media at conferences, etc (lead champion)

Champions

Time commitment

Nomination process

▪ May perform other roles within the initiative or

just the champion role

▪ Can either represent a specific sector, be a young

person living in the City of Adelaide or be a

famous person; e.g. an AFL player or actor.


▪ Infrequently - The level of activity will vary

depending on what is happening in the initiative

and its needs

▪ Identified and asked by the backbone or steering

group to be a champion


BACKBONE

WAY’s neutral convenor is responsible for progressing the initiative by guiding and supporting the different components of the structure.

Function

Vision & Strategy

Alignment Shared Measurement Research and Strategic Learning

Other

▪ Guide the initiative’s vision

and strategy in

collaboration with WAY’s

Executive Team

▪ Advice on and co-facilitates

the establishment of a

common agenda

▪ Encourage stakeholders to

publicly discuss / advocate

for the initiative’s common

agenda goals

▪ Identify, engage and

maintain relationships with

key stakeholders

▪ Help partners understand

and articulate their role in

the initiative

▪ Facilitate trust building

amongst partners

▪ Help identify, support and

coordinate opportunities

for alignment

▪ Encourage partners to align

their work with the

common agenda

▪ Encourage continuous

communication

▪ Work with partners to

increase the scope of their

collaborative work

▪ Support the initiative in the

development of indicators

and performance measures

▪ Help identify and facilitate

access to relevant

population level data to

inform decision making

▪ Support the initiative to

embed shared

measurement at

performance level


make decisions based on

data

▪ Help set up a shared data

system


perform qualitative

research and analyse

findings

▪ Help build and analyse

comprehensive mapping,

e.g. community asset and

stakeholder mapping

▪ Provide specialist

knowledge on relevant

methodologies and

frameworks; e.g. Collective

Impact, RBA™, Asset-Based

Community Development,

co-design, community

organising, etc

▪ Help develop and run

tailored workshops and

training including the

design and implementation

of relevant tools and

resources

▪ Mentoring and coaching

▪ Provide advice and support

regarding evaluation

▪ Help co-design, implement

and assess appropriate and

effective authentic

community engagement

strategies


identify, access and secure

funding and resource

streams

▪ Help build public awareness

and will


influence and advance

policy

▪ Support the development

of case studies and articles

▪ Ensure ongoing and

effective external

communication


A comprehensive Collective Impact Backbone consists of a team of paid staff. However, this is not always possible. Please see below for an example of the selection criteria

for an employed Backbone or Collective Impact Leader.

Selection Criteria Backbone – Collective Impact Leader

Skills & Qualities Qualifications & Experience

• Demonstrated ability to manage the scope, requirements, deliverables, timeline, and resource needs of

complex, multi-stakeholder projects

• Demonstrated ability to facilitate diverse groups of stakeholders to achieve a common outcome

• Alignment with WAY’s strategic intentions to co-create a City where all 18-24-year-olds have great wellbeing

• Excellent oral and written communication skills. Must be an effective and open communicator with multiple

audiences, including residents, community based organisations, all levels of government, philanthropic

foundations, researchers and educators, health professionals and service providers

• Strategic thinker with proven analytical skills, such as an ability to draw insightful conclusions from large

amounts of quantitative and qualitative data

• Advanced problem-solving skills to work through and resolve key challenges

• Be self-motivated, able to take initiative and work under limited supervision

• Be proactive in problem solving and conflict resolution

• Results oriented, with demonstrated performance in delivering outcomes and keeping commitments

• Team player and willing to step up, fail and learn from mistakes, and share the learning with other team

members

• A creative thinker who can see possibilities beyond barriers

• Bachelor’s degree in a related field

• Minimum 5-years work experience in a related

field

• Working knowledge of the Collective Impact

framework

• Working knowledge of relevant measurement

and evaluation frameworks

Members

Time commitment

Nomination process

▪ 1 – 5 FTE.

▪ Member(s) can be fulltime or part-time

▪ Depends on the resources available, preferably an

initiative has at least one paid staff member

attached to it

▪ Competitive process

▪ Appointed by the Executive Team and/or funder


THANK YOU!

WAY would like to thank all people who have delivered a contribution to the governance structure by providing feedback during the consultation process as well as the

initiative’s Governance Team members who have delivered the greater part of the work:

▪ Emily Zesers - Volunteering SA&NT

▪ Katriona Kinsella - Department for Human Services

▪ Kylie van Alphen - St Johns Youth Services

▪ Lisa Kemp – City of Adelaide

▪ Mary Seagrim - University of Adelaide student and 18-24-year-old resident of the City of Adelaide

Documents

pROPOSED Governance structure - Together SA › wp-content › uploads › ... · The proposed governance structure described in page 7 to 21 has been developed over the past 12 months