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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: [email protected]
+ 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