Revolutionise your governance practice by learning to embed consciousness, purpose and impact into your governance practice.
Through this one-of-a-kind governance program you'll gain the essential foundations of governance plus the inspiration and practical tools to embed consciousness, purpose and impact into your governance practice.
Next Economy Governance supports you to embed purpose in your governance practice, to question and evolve governance practices in your organisation, and prioritise stakeholders in the way you govern – empowering board members and directors to lead and inspire others to create the Next Economy.
Each participant will have the opportunity to review their effectiveness in the boardroom and the policies and process of their board, culminating in an individualised Board Development Plan aligned to you and your organisation's values.
The program is designed to cater to a diverse range of participants across industries and sectors. Whilst tailored to active board members and directors, we also welcome a small number of individuals reporting to boards join each cohort.
If you'd like to explore how the program aligns with you and your unique background and expertise, don't hesitate to reach out to our programs team.
Through this program, we'll cover:
Assessing the Landscape
Governance of organisations doesn't happen in a vacuum, but rather amidst an ever-changing, increasingly complex landscape. To effectively govern organisations we need to widen our perspective and deepen our understanding of context. In this session, we examine emerging macro trends and learn about frameworks such as Doughnut Economics, Three Horizons framework and systems thinking Iceberg Model to help understand and navigate these trends and examine that the way we govern can be a part of the solution, as opposed to reinforcing problems.
Our Vision for Change - governance as leadership
Vision is essential for leadership, no matter the context, and board governance is no exception. What is the broader vision of change that is the backdrop for your organisation's work? In this session we talk about the good society and how to envision a better future.
Conscious Leadership - aligning mindset, intention and action
As a Board Director knowing yourself, your gifts and your blindspots is essential for conscious leadership, leadership that requires courage and clarity. In this session, we talk about the importance of knowing yourself and developing your emotional health in order to ensure that you are able to “stay above the line” and bring your best to whatever the circumstances. Through practical exercises we gain insight into ourselves, our decision making and our relationship to power and authority.
Pausing for Purpose - models for change
The way we behave, communicate and inhabit the role of governance is often done without questioning why things are done that way. Conscious governance, however, requires us to pause and question assumptions so as to ensure our approach is really fit for purpose.
Corporate Governance - moving towards stakeholders
One of the most fundamental assumptions underlying corporate governance is the assumption that the most important job of a director is to maximise profits for shareholders. Learn about the history of shareholder primacy and the growing understanding that corporations also have obligations to stakeholders.
Role of the Board - purposeful practice
Understanding the Role of the Board requires understanding both why the board exists and how it fulfils its role. Explore the importance of the board’s role in guarding the purpose of the organisation and how a board should practically discharge its governance role. Starting from the assumption that both purpose and practice must be woven together to ensure good governance, we share best practice application of these ideas.
Role of a Director - beyond the legal duty
Often the responsibilities of a Director’s board governance is overly focused on compliance. Of course, it is important to ensure that Board members know their legal and fiduciary duties and can navigate the landscape of changing expectations, however, Directors are also guardians of the social and moral obligations of their organisation. Explore how to balance these competing priorities in practice through real case studies.
Relationships - from self to stakeholders
Often boards behave as if its only role is to hire, manage and fire the CEO and the only relationship that matters is the CEO & board chair. This is a mistake, all relationships are important in board governance - particularly if you want to create value for stakeholders. Starting with relationships to self and moving out to board, team and beyond to customers, suppliers and the wider community. In this session, with this fundamental understanding, we begin to bring stakeholder governance to life with practical tools on how to identify and prioritise stakeholders.
Culture - how we are together
Strong relationships within the organisation (e.g. within the board, with management) are the building blocks of a thriving culture. In this session we look at defining good culture, how to ensure good culture in a boardroom and how to assess team culture and intervene from a board perspective, followed by a case study which highlights the importance of good board culture.
Strategic Intervention - leverage points for change
Often there is the view that Boards set the strategy and the management team just need to deliver it. This is a simplistic assessment of the division of roles between board and management and misses the challenge & opportunity that Boards have to lead in strategic discussions, improve outcomes and deepen impact. In this session, we examine typical ways of setting strategy in order to discuss the best points of intervention and leverage for a Board to engage and add value. We will have a guest speaker who will share some case studies on excellent Board interventions and end with practising a number of methodologies of facilitating complex discussions and finding the right questions to ask.
Risk - preparing for the worst, remaining open to the best
The flipside to strategy is risk, you can't have one without the other. When it comes to risk, the governance challenge is to balance the need to (i) prepare for the worst (ii) be open to the best, (iii) whilst recognising what will happen is unknown and largely out of our control. There are always going to be tensions and trade-offs which is why being calm, curious and creative are central to risk management in governance. Explore best practice risk management and mitigation and interrogate our own personal tendencies in the work of remaining open to the best and accepting what we do not know.
Crisis Management - navigation
As the ultimate responsible body - the reality for board’s is that crises will arise and it is up to you to deal with them. Each context and circumstance is different but there are core principles which apply to navigating a crisis relatively unscathed. Through a series of real-life case studies from practitioners and experts we will learn about what is essential in crisis management.
Finance for Directors - the story behind the numbers
If you are not a "finance person" (and even if you are) the financial aspect of sitting on boards can often be a bit daunting. Remembering why having oversight of financials is important and having a few tools to understand management accounts is the best place to start. In this session, we will introduce some essentials to fulfilling your obligation as a director and begin to practise being able to read the story behind the numbers.
Measuring what matters - Impact Reporting
In purpose led businesses, defining success goes beyond measuring profits to deeper investigation of the purpose of the organisation. In the work of systems change, understanding the context and wider system is an essential place to start to measure and manage its impact. The careful analysis required to develop the right metrics involves thinking about both the poetry and grammar of impact- i.e. the qualitative and quantitative metrics. In this session we talk about impact reporting and the challenge and opportunity of going beyond the tried and test methods of financial metrics.
Integrating Wisdom and Action
Applied learning requires the transformation of concepts into action. In the final session, we recap key learnings and practise key tools before sharing the results of our project (Individualised Board Development Plan) and our personal commitment to leadership.
- Gayle Hardie, Global Leadership Foundation
Francie is the Chief Financial Officer (CFO)/Chief Investment Officer (CIO) at Small Giants, an impact investment family office. Francie began her career at PwC, where she was a senior Director providing assurance, consulting and transaction services across a range of clients. Before joining Small Giants, Francie was the CFO at the Melbourne Symphony Orchestra, a role cementing her belief that arts and culture are important for the wellbeing of society.
Francie is passionate about empowering people for systems change and using finance and business to shift us to a more socially equitable and environmentally regenerative world. She has 23 years’ experience reporting to Board of Directors and Board sub-committees (Governance, Finance, Audit, Risk, Investment) of ASX listed, not-for-profit and for-purpose private companies across financial services, property, construction, mining, education, health, retail and arts and culture.
Francie also has 13 years’ experience as a Non-Executive Director on Boards of not-for-profit and for-purpose private businesses across property funds management, retail, health, education, arts and culture.
Francie’s current directorships include Impact Investment Group (IIG, subsidiaries – Impact Funds Management and Impact Assets Management), Sentient Impact Capital, Responsible Investment Association Australasia (RIAA), Small Giants Academy and Small Giants Catalyst Foundation. Francie is also Chair of the RIAA Governance Committee.
Francie was previously on the Board of B Lab Australia & New Zealand and TOM Organics. Francie was previously an External Member of the Finance, Audit and Risk Committee for St Kilda Mums and Ourwatch.
Francie has a Bachelor of Arts (Psychology) and a Bachelor of Commerce (Accounting). Francie is a Chartered Accountant (CA) and Graduate of the Australian Institute of Company Directors (AICD) Company Directors course and AICD Boardroom Mastery course. Francie is also a member of the Australian Psychological Society (APS) and APS College of Organisational Psychologists. Francie is a Provisional Psychologist currently completing a Master of Psychology (Organisational).
A passionate and experienced governance professional, Mele-Ane’s work explores the intersection of cultural wisdom, purpose-led business, and the “next economy,” and believes in the immense power of storytelling for change. Mele-Ane holds an MBA from Oxford, where she was a fellow of the Skoll Centre for Social Entrepreneurship. She also has an LLB/BA from Monash University.
Mele has over 20 years of experience reporting to Boards and Board sub-committees with over 13 years of experience as a non-executive Director of Boards. Her experience spans ASX-listed companies, not-for-profits and for-purpose organisations across a wide range of sectors.
Mele-Ane’s professional background spans the areas of corporate law, human rights and community law, leadership development, strategy, operations, investment management and media. She has worked in Australia (predominantly based in Melbourne and the Kimberley) and overseas (the Netherlands, the UK and the UAE).
Prior to taking time to care for her young children, Mele-Ane was the founding CEO of Small Giants Academy for 2 years during its establishment. Prior to that, Mele-Ane held various positions across the Small Giants impact investment family office including co-CEO, strategy and portfolio manager, and general manager of Dumbo Feather. Mele-Ane began her career in law, working at Clayton Utz in Australia in corporate law, including governance advisory work and then for international French firm Gide Loyrette Nouel, supporting their expansion into the United Arab Emirates.
Mele-Ane is currently the co-Chair of B Lab Aotearoa Australia & New Zealand and founding Board member of Regen Melbourne.
Prior to that Mele-Ane was a Director of the Impact Investment Group (impact fund manager), Tolu - Te Pae ki te Rangi, an investment fund using Maori values and principles to invest in communities, where she served as interim Chair. She also sat on the Investment Committee for Small Giants Family Office and The School of Life, a board she also chaired, finally she was also Company Secretary of the UN Principles for Social Investment.
Mele-Ane has a Bachelor of Arts (Indigenous Studies) and a Bachelor of Laws, in addition to a Masters of Business Administration from Said Business School, Oxford University where she was a Skoll Associate Fellow.
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Next Economy Governance is facilitated by the Small Giants Academy, led by Mele-Ane Havea, Chair of B Lab Australia And Francie Doolan, CIO, Small Giants. The program draws on a global network of guest speakers and case-studies presented by leading organisations.
Yes, although not in the traditional sense! Participants will take part in mini-projects and reflections within each module, as well as some longer projects that last across the breadth of the program. Participants will also be asked to peer-assess work delivered by their peers. Active participation in the peer-assessment process will form part of the overall assessment.
Our virtual Next Economy Governance program running in 2024 will be open to Australian-based and international participants alike. Participants should take into consideration that session times are Mondays from 09:00 am to 1:00 pm. AEST. For dates and timetables compatible with your location, please sign up to the Small Giants Academy newsletter to be the first to know of new timetables and locations.
Active participation throughout the program, including attendance at sessions, and completion of reflection exercises and project work, will result in successful graduation.
The emphasis of our program is on peer-to-peer learning. Our time together will also include guest faculty sessions, case studies and group work. Participants can expect an immersive, participatory and peer-to-peer driven experience.
Our time together will include guest speaker sessions, case studies and group work. Participants can expect an immersive, participatory and peer-to-peer driven experience. As such, participation at each weekly session is required. We do not have a minimum rate of participation as such, and of program, life sometimes gets in the way! Some sessions will be recorded for catch-up viewing, however, regular participation is expected.
Yes. Prior to each module there will be some pre-reading required and projects and reflections will be completed outside our contact hours. We estimate between 2-3 hours of additional study time per week.
This governance program is a non-accredited program and does not result in the award of a qualification recognised with the Australian Qualifications Framework. it is your responsibility to ensure that the Governance program meets your requirements and has the expected recognition outcome prior to enrolment.
All of our programs note ‘continuing professional development hours and you will receive a certificate upon completion. Continuing Professional Development hours are a guide only and participants should contact their respective professional membership organisations for guidance.
The fee for the 2024 virtual program is $6,000 (AUD) + GST.
As part of our blended delivery program, we will be gathering for a two-day in-person intensive as well as a full-day closing networking session as part of our 2024 program. This program is planned for August / September 2024
Next Economy Governance is facilitated by the Small Giants Academy, led by Mele-Ane Havea, Chair of B Lab Australia And Francie Doolan, CIO, Small Giants. The program draws on a global network of guest speakers and case-studies presented by leading organisations.
Yes, although not in the traditional sense! Participants will take part in mini-projects and reflections within each module, as well as some longer projects that last across the breadth of the program. Participants will also be asked to peer-assess work delivered by their peers. Active participation in the peer-assessment process will form part of the overall assessment.
Our virtual Next Economy Governance program running in 2024 will be open to Australian-based and international participants alike. Participants should take into consideration that session times are Mondays from 09:00 am to 1:00 pm. AEST. For dates and timetables compatible with your location, please sign up to the Small Giants Academy newsletter to be the first to know of new timetables and locations.
Active participation throughout the program, including attendance at sessions, and completion of reflection exercises and project work, will result in successful graduation.
The emphasis of our program is on peer-to-peer learning. Our time together will also include guest faculty sessions, case studies and group work. Participants can expect an immersive, participatory and peer-to-peer driven experience.
Our time together will include guest speaker sessions, case studies and group work. Participants can expect an immersive, participatory and peer-to-peer driven experience. As such, participation at each weekly session is required. We do not have a minimum rate of participation as such, and of program, life sometimes gets in the way! Some sessions will be recorded for catch-up viewing, however, regular participation is expected.
Yes. Prior to each module there will be some pre-reading required and projects and reflections will be completed outside our contact hours. We estimate between 2-3 hours of additional study time per week.
This governance program is a non-accredited program and does not result in the award of a qualification recognised with the Australian Qualifications Framework. it is your responsibility to ensure that the Governance program meets your requirements and has the expected recognition outcome prior to enrolment.
All of our programs note ‘continuing professional development hours and you will receive a certificate upon completion. Continuing Professional Development hours are a guide only and participants should contact their respective professional membership organisations for guidance.
The fee for the 2024 virtual program is $6,000 (AUD) + GST.
As part of our blended delivery program, we will be gathering for a two-day in-person intensive as well as a full-day closing networking session as part of our 2024 program. This program is planned for August / September 2024
Apply to secure your place in the program, or reach out to chat to our programs team.
Francie is the Chief Financial Officer (CFO)/Chief Investment Officer (CIO) at Small Giants, an impact investment family office. Francie began her career at PwC, where she was a senior Director providing assurance, consulting and transaction services across a range of clients. Before joining Small Giants, Francie was the CFO at the Melbourne Symphony Orchestra, a role cementing her belief that arts and culture are important for the wellbeing of society.
Francie is passionate about empowering people for systems change and using finance and business to shift us to a more socially equitable and environmentally regenerative world. She has 23 years’ experience reporting to Board of Directors and Board sub-committees (Governance, Finance, Audit, Risk, Investment) of ASX listed, not-for-profit and for-purpose private companies across financial services, property, construction, mining, education, health, retail and arts and culture.
Francie also has 13 years’ experience as a Non-Executive Director on Boards of not-for-profit and for-purpose private businesses across property funds management, retail, health, education, arts and culture.
Francie’s current directorships include Impact Investment Group (IIG, subsidiaries – Impact Funds Management and Impact Assets Management), Sentient Impact Capital, Responsible Investment Association Australasia (RIAA), Small Giants Academy and Small Giants Catalyst Foundation. Francie is also Chair of the RIAA Governance Committee.
Francie was previously on the Board of B Lab Australia & New Zealand and TOM Organics. Francie was previously an External Member of the Finance, Audit and Risk Committee for St Kilda Mums and Ourwatch.
Francie has a Bachelor of Arts (Psychology) and a Bachelor of Commerce (Accounting). Francie is a Chartered Accountant (CA) and Graduate of the Australian Institute of Company Directors (AICD) Company Directors course and AICD Boardroom Mastery course. Francie is also a member of the Australian Psychological Society (APS) and APS College of Organisational Psychologists. Francie is a Provisional Psychologist currently completing a Master of Psychology (Organisational).
A passionate and experienced governance professional, Mele-Ane’s work explores the intersection of cultural wisdom, purpose-led business, and the “next economy,” and believes in the immense power of storytelling for change. Mele-Ane holds an MBA from Oxford, where she was a fellow of the Skoll Centre for Social Entrepreneurship. She also has an LLB/BA from Monash University.
Mele has over 20 years of experience reporting to Boards and Board sub-committees with over 13 years of experience as a non-executive Director of Boards. Her experience spans ASX-listed companies, not-for-profits and for-purpose organisations across a wide range of sectors.
Mele-Ane’s professional background spans the areas of corporate law, human rights and community law, leadership development, strategy, operations, investment management and media. She has worked in Australia (predominantly based in Melbourne and the Kimberley) and overseas (the Netherlands, the UK and the UAE).
Prior to taking time to care for her young children, Mele-Ane was the founding CEO of Small Giants Academy for 2 years during its establishment. Prior to that, Mele-Ane held various positions across the Small Giants impact investment family office including co-CEO, strategy and portfolio manager, and general manager of Dumbo Feather. Mele-Ane began her career in law, working at Clayton Utz in Australia in corporate law, including governance advisory work and then for international French firm Gide Loyrette Nouel, supporting their expansion into the United Arab Emirates.
Mele-Ane is currently the co-Chair of B Lab Aotearoa Australia & New Zealand and founding Board member of Regen Melbourne.
Prior to that Mele-Ane was a Director of the Impact Investment Group (impact fund manager), Tolu - Te Pae ki te Rangi, an investment fund using Maori values and principles to invest in communities, where she served as interim Chair. She also sat on the Investment Committee for Small Giants Family Office and The School of Life, a board she also chaired, finally she was also Company Secretary of the UN Principles for Social Investment.
Mele-Ane has a Bachelor of Arts (Indigenous Studies) and a Bachelor of Laws, in addition to a Masters of Business Administration from Said Business School, Oxford University where she was a Skoll Associate Fellow.
Gayle and her Global Leadership Foundation co-founder, Malcolm Lazenby, are passionate about and committed to making a positive difference to people, organisations and communities – both locally and globally. They each bring over 30 years of experience and internationally recognised expertise in developing, strengthening and transforming individuals, teams, organisations and communities.
As a ‘for purpose’ organisation and a certified B Corp, Global Leadership Foundation, uses its business as a “force for good”, placing its profit each year into a philanthropic fund for the development of leaders in community. It’s pro-bono and low bono work also strengthens and supports individuals, organisations and communities to build compassionate and sustainable approaches to leadership and life.
Global Leadership Foundation along with its Global Fellows, works with boards, and senior leaders all over the world in a range of areas, including: transformational leadership and change in individuals and organisations, strategic planning and development, emotional health and leadership resilience, leading through facilitating, strengthening collaboration, and board and executive mentoring and coaching.
Lydia is a Conscious Leadership Facilitator. Her professional background is in executive arts leadership, festival curation and producing for theatre and film, in both urban and remote communities. She was previously the dual recipient of the Sidney Myer Creative Fellowship and the Australia Council for the Arts Community Arts and Cultural Development Fellowship, where she formed much of the work she does today in facilitating conscious leadership, spiritual direction and next economy transitions for both companies and individuals.
Lydia has a BA in Social Sciences and is currently undertaking post-graduate studies in theology. She enjoys a continued arts practice as a singer/songwriter and freelance writer, creating two back to back albums True North and The Narrows in 2019–21. Lydia loves to enjoy her free time either in the ocean, church or the bush, and outside of her work she enjoys a simple, quiet life with her partner and two children.
Danny is co-founder and the Executive Chair of Small Giants. Danny was the inaugural Social Entrepreneur in Residence at RMIT, the founder and former CEO of Engineers Without Borders Australia and is the co-founder and Chair of the Impact Investment Group. He has founded over a dozen for profit and non profit organisations, as well as non-profit boards and advisories boards including the Jewish Museum of Australia, Stand Up, Smiling Mind, The Gross National Happiness Centre in Bhutan and Toniic. Danny has been recognised through many awards including a Churchill Fellowship, RMIT Alumnus of the Year, EY Social Entrepreneur of the Year, UN PRI Social Investment Pioneer and the Medal of the Order of Australia.
Kaj is the Director of the Small Giants Academy Action Labs, where he leads the incubation and development of new initiatives. This has included the creation of Regen Melbourne, launching B Corporation in our region, bringing the School of Life to Australia and co-creating the Mastery of Business and Empathy and Impact Safari. He is a guide on a number of the SGA programs including Impact Safari Scandinavia: the Future of Cities.
