contact_arrow down_arrow down_arrow2 europe facebook instagram left_arrow left_arrow2 logo_menu markets measurement menu models money play right_arrow right_arrow2 contact_arrow twitter up_arrow up_arrow2 vimeo

Maximising Impact – The Implications for Governance

Event Date: 29.03.2017 |Time: 9.00 - 17.00 |Location: BWB Offices, 10 Queen Street Place, London , EC4R 1BE |Categories: Events

Discussion of Governance underway

This E3M one-day seminar was aimed at CEOs of social enterprises, Chairs and non-Executive Directors. Building on E3M’s previous work in this area, it explored the key issues for successful governance, for social enterprises seeking to maximise their impact.

Developed with E3M’s core partners, BWB and Numbers for Good, and with special support from Big Society Capital and Telos Partners, the event was highly participatory, combining expert input and case studies, which helped to draw out and share the experience and learning of those taking part.

Big Society Capital






  • Julian Blake, Partner & Joint Head of Charity & Social Enterprise Department, Bates Wells Braithwaite
  • Jonathan Bland, MD, Social Business International
  • Denise Holle, Investment Director, Numbers for Good
  • David Holmes CBE, CEO, Family Action
  • Melanie Mills, Social Sector Engagement Director, Big Society Capital
  • Helen Minett, CEO, Fusion Housing
  • Mike Parker, Chair, Street League
  • Matt-Stevenson Dodd, CEO, Street League

The event was expertly facilitated by Paddy Radcliffe of TELOS Partners, with input from Julian Blake of BWB, Denise Holle of Numbers for Good and Melanie Mills of Big Society Capital. It included the opportunity to learn through case studies how successful social enterprises approach different aspects of governance.

The presentations used are available to view and/or download here: E3M Governance Seminar – slide deck.

The agenda included:

An introduction to Big Society Capital’s campaign, GET INFORMED – Social Investment for Boards, which offers practical support, guidance and information, to help board members of charities and social enterprises understand the opportunities of social investment as an alternative funding method.

Case study – Street League
Matt-Stevenson Dodd, CEO, & Mike Parker, Chair (former CEO of Dow Chemical / former CEO of British Nuclear Fuels Ltd.)
Street League is the UK’s leading social enterprise that tackles youth employment through sport. Matt and Mike presented how Street League has developed its governance model and the approach they take to maximising impact.

Case study – Fusion Housing
Helen Minett, CEO, & Denise Holle, Investment Director at Numbers for Good
Fusion Housing works with individuals in Kirklees who are experiencing housing related problems, and need support with learning and employment. Helen and Denise shared the experience of using a special purpose vehicle to manage investment of £840,000 in an outcomes-based contract to expand Fusion’s impact, and the governance issues involved in this.

Governance – what good looks like
Reflections on good governance/board practice – e.g. Clarity of purpose; Organisation (diversity, size, structure, development, succession, processes etc.); Dynamics (relationships, behaviours).

Case study – Family Action
David Holmes CBE, CEO
Family Action transforms lives by providing practical, emotional and financial support to those experiencing poverty, disadvantage and social isolation across England. Originally established as charity in 1869, Family Action now works with 45,000 families through more than 145 community services. David explained how Family Action’s governance has been adapted and developed to be fit to run a successful social enterprise in the 21st Century.

Maximising impact – exploring the governance implications
Table and plenary discussions/exercises around:
Role and Purpose, including e.g.

  • Consideration of capabilities, experience and contribution required from the board
  • Internal and external roles

Process and structure, including e.g.

  • Committees? Advisory panels?
  • What’s on the agenda? What SHOULD be on the agenda?
  • How do we make decisions? Consensus?

The People Dynamic: relationships and behaviours, including:

  • Chair/CEO
  • Board/Exec (including ‘Wants and Offers’?)
  • Committees/advisory panels?

Board development, including:

  • Recruitment, assessment and succession
  • Governance through different phases of organisational development and growth.


Get tickets here