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FORUM NPO 2018 TADBIR URUS DAN PENGURUSAN

DANA1 NOVEMBER 2018

TADBIR URUS NPO YANG BAIK: PRA DAN PASCA PENUBUHAN YAYASAN

BHEUU JPM, PUTRAJAYA Roshayani Arshad

Kandungan Pembentangan

• Objektif Perkongsian

• Pengenalan CTSE/ARI

• Good Governance Matters

• Designing Good Governance Strategies

• Scaling up of Activities

PERKONGSIAN KEMAKMURAN INKLUSIF

CONSOLIDATED SOCIAL-WELLBEING BLUEPRINT BUDGET 2019

OBJEKTIF

• Definisi Good Governance untuk entiti sosial

• Good governance strategies towards long-term

sustainability

• Kolaborasi strategik: scaling up of activities

PENGENALAN CTSE/ARI

AKTIVITI-AKTIVITI YANG

DIJALANKAN:

1. PENYELIDIKAN BERKAITAN TADBIR URUS, PENGUKURAN

PRESTASI, PELAPORAN, IMPAK SOSIAL UNTUK SEKTOR

KETIGA.

- DIBIAYA OLEH PELBAGAI GERAN.

- DISOKONG OLEH PELAJAR PHD DAN SARJANA.

AKTIVITI-AKTIVITI YANG

DIJALANKAN:

2. KONSULTANSI BERKAITAN PEMBANGUNAN SEKTOR

KETIGA. ANTARANYA…

- ROS DAN SSM.

- AGENSI INOVASI MALAYSIA.

- PUSAT PUNGUTAN ZAKAT MAWIP.

AKTIVITI-AKTIVITI YANG

DIJALANKAN:

3. PERTUBUHAN DIBAWAH CTSE

- RUMPUN (Majlis Kebangsaan Aspirasi Masyarakat

Sivil).

- IASEE (International Association of Social Enterprise

Economics).

- BERBUDI KITCHEN/SOCIAL BUSINESS ENGAGEMENT.

Definisi Good Governance untuk Entiti Sosial

:long term sustainability

perspectives

✓ Governance extends far beyond board composition and the frequency of committee meetings……….

✓ Good governance should be transparent and open, encouraging trust within, and of, an organisation.

+ 10

Good Governance Matters

+ 11

PRA PENUBUHAN

✓ Setting Objectives: align with

SDGs/Relevant

✓ Support from Funders and other

Stakeholders

“On 25th September 2015, world leaders adopted Sustainable Development Goals (SDGs), officially known as Transforming

our world: the 2030 Agenda for Sustainable Development (UNDP, 2015)

Three main underlying characteristics:

✓ Transformative

✓ Socially inclusive

✓ Sustainable

Concerted Efforts of all Sectors: Public, Private and Social in Malaysia

1

4

PASCA PENUBUHAN

✓ Performance of Social Mission

✓ Continuous Support from Funders and other

Stakeholders

1

5

Performance of Social Mission

Operational Mission

Program Efficiency

Output Outcome

Quality Intervention Programme:Based on assessment of quality input

Include non-financial/qualitative assessment

1

6

PASCA PENUBUHAN – Scaling Up

✓ Strategic Collaborations

✓ Continuous Support from Funders and other

Stakeholders

+ 17

Sumber-Sumber Dana, Polisi

Ekosistem Semasa Dan Peluang

Pendanaan

+ 18

Mengenal Pasti Sumber-Sumber Dana

❖Pendanaan Korporat – CSR/Zakat

❖Pendanaan Individu – crowd funding, waqf

tunai, sedeqah

❖Geran Kerajaan/Institusi

❖Kolaborasi Strategik/Social Business

Engagement

+ 19

Memahami Polisi Ekosistem Semasa

Dan Peluang Pendanaan

✓ Sustainable Development Goals (SDG)

✓ Sustainability Reporting – secara umum

memfokuskan kepada value-creation/socio-

economic impact

✓ Bank Negara Malaysia, Value-Based

Intermediation: Strengthening the Roles and

Impact of Islamic Finance (Julai 2017)

✓ Suruhanjaya Sekuriti Malaysia, Islamic Fund and

Wealth Management Blueprint (Januari, 2017)

BURSA SUSTAIN: MOVING

BUSINESS FORWARD

Aktiiti SDGs Korporat – CSR/Zakat

BURSA MALAYSIA – MEMACU AKTIVITI SDGs

Peluang Pendanaan NGO

BURSA SUSTAIN: MOVING

BUSINESS FORWARD

ACTIVATING THE SDGs INTO BUSINESS OPERATIONS

PELAPORANSustainability Reporting – secara umum

memfokuskan kepada value-creation/socio-economic impact

Polisi Ekosistem Semasa dan

Pendanaan Korporat – CSR/Zakat

Government resources

and manpower

will be optimised

Social organization Private sector

will be empowered will invest, going

beyond CSR

Desired national

outcomes achieved

Government

Private SectorNPOs

Overview of Social Public-Private Partnership in Malaysia

Polisi Ekosistem Semasa dan

Pendanaan Korporat – CSR/Zakat

Dana Aktiviti Sustainability/CSR

Untuk NGO

Funding Successful Social Outcomes, Not

Just Funding Programmes (Social Impact

Bond, UK)

CONTOH: PEMBIAYAAN PROGRAM UNTUK ANAK-ANAK LEPASAN RUMAH ANAK YATIM

Tujuan – dana untuk pembelian perkakasan dapur untuk program mengajar anak-anak lepasan rumah anak yatim belajar memasak

(WHAT AND HOW)

CONTOH: PEMBIAYAAN PROGRAM UNTUK ANAK-ANAK LEPASAN RUMAH ANAK YATIM

1. Tujuan – dana untuk melatih anak-anak lepasan rumah anak yatim supaya dapat berdikari dari segi kewangan (WHY)……ramai cuma berpendidikan SPM.

2. HOW - melalui program aprentis memasak didapur Berbudi Kitchen. (Quality Intervention)

3. WHAT – Program untuk anak-anak lepasan rumah anak yatim.

+ 29

Institusi Perbankan Islam,

SDGs, Kolaborasi Strategik:

Scaling Up Of Activities

+ 30

POLISI EKOSISTEM SEMASA –

MENDOKONG SDGs (SHARIAH

COMPLIANT TO OUTCOME OF SHARIAH)

✓ Bank Negara Malaysia, Value-Based

Intermediation: Strengthening the Roles and

Impact of Islamic Finance (Julai 2017)

✓ Suruhanjaya Sekuriti Malaysia, Islamic Fund

and Wealth Management Blueprint (Januari,

2017)

Central Bank of Malaysia issued a Strategy Paper on 20th July 2017

• Overall strategy to facilitate Islamic Banking Institutions (IBIs)

• VBI are similar with several well-established concepts such as

Environmental, Social and Corporate Governance (ESG), Ethical

Finance and Sustainable, Responsible, Impact Investing (SRI) as

well as the recent SDGs agenda.

• Official launching expected October 2018.

What do value-based banking practices look

like?

Effect of the adoption of VBI on finance

industry landscape

+ 34

Designing Good Governance Strategies

- Pengukuran Prestasi

- Pelaporan

+ 35

Stakeholder-Focused Framework of Reporting

Key Components

i. Measures of social values

ii. Context

iii. Format

iv. Reliability

v. Causality

vi. Stakeholder involvement

+ 36

Mencipta Strategi Aliran Dana Yang

Lestari

✓ Portfolio Pendanaan

✓ Social Business Engagement

✓ Going Global

Presented by: Husain Benyounis

Secretary General – Awqaf New ZealandEstablished in Feb 2011 - Run By Volunteers

Turning unused charitable Resources into Awqaf Revenues

Islamic Economy Award 2013Winner

SMART WAQFEngineering the Awqaf Industry

World 1st Awqaf Sukuk

Shah Alam, Tuesday 4th of April 2017

+ 38

Way ForwardRole of Authoritative Bodies:

- coercive pressure on good governance

practices/LHDN/FTSE4GOOD

- Good Governanc Guidelines

- Capacity Building/intellectual capital

metrics/governance and assurance

metrics

+ 39

GOOD GOVERNANCE PRACTICE IS NO LONGER AN OPTION

Contact us:Roshayani ArshadAccounting Research Institute, Level 12, Menara SAAS, Universiti Teknologi MARA40450 SHAH ALAM

Tel: 55437910; Fax: 55444992; Mobile: 0193223438Email: roshayani@salam.uitm.edu.my

+ 41

Appendix – preliminory study

Good governance promote compliance with

LHDN requirements.

Components of Compliance Index

i. Timeliness

ii. Objectivity

iii. Beneficiary

iv. Efficiency

v. Independence

vi. Legitimacy