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Six Work Streams

During the third day of meetings the GABV secretariat gave a series of presentations to share with participant CEOs the most recent advancements in specific work streams. The presentations took around 6 minutes and were followed by a Q&A session that allowed CEOS to go in-depth into some of the issues discussed. Here are the main conclusions of the six work streams presented:

Advisory Committee Global Branding and Strategic Communication

This advisory committee had its first in person meeting during this year’s annual event. The committee is entrusted with raising the profile of the GABV and its member banks, as described in the GABV 2020 strategy. Members of the committee met in Kathmandu with two purposes. Firstly, to further delineate the committees purpose and approach, and secondly to outline a realistic path for its activities to deliver tangible results to members in 2019. For this purpose, the committee presented its 2017 -2018 work plan to CEOs attending the annual meeting, which you can find here.

Discussions in this session focused on the specific scope of the committee regarding the role of the GABV in a common branding and communication strategy. It was recognized that the strategy should have direct benefits to the members in a local and regional context, while benefiting the branding efforts of the GABV on all levels. General agreement for the goals and work of the committee was reached by all CEOs. The committee has agreed on the following deliverables for 2017 – 2018:

  • Recommendation on strategic branding approach
  • Goals, objectives, audiences, priorities, themes, key messages, roll-out
  • Recommendation on resourcing (GABV secretariat and members)
  • Proposal for pilots 2018-2019

 

Scorecard

The Scorecard is recognized by all as one of the first pieces of intellectual capital generated by the GABV. CEOs want to realize its full potential, not only in terms of how it contributes internally to the work of our banks, but also as a tool for banks outside the Alliance to follow suit. There is still a long path ahead. However, the potential of the Scorecard as a “beacon of light” for values-based banking seems to be evident. Similarly, a first version of the online Scorecard was launched and announced that the first batch of banks will be available on the GABV site in early July. CEOs discussed some of the challenges in the years to come. Here are some highlights:

  • The Scorecard is a great engagement tool because it highlights what is really going on in an institution. It changes the conversation we are having.
  • This is an evolving tool. We hope that it will be used not only from initial assessment as lens to join, but also as an ongoing assessment to maintain the standards of the membership.
  • The Scorecard must be aligned with branding group. The Scorecard can inform the branding group. Their challenge is to bring the complexity down to a few clear and simple statements. The Scorecard is a framework to show different dimensions and we should be able to convey that.
  • One is the communications aspect (website) and the other is necessary feedback loop from people working in metrics streams showing CEOs where banks perform well and could do better. Our feedback loops have been weak.
  • The complexities and usability of the Scorecard needs to be addressed. We need to be able to easily understand it and use it accordingly.
  • If we develop a strong, credible and progressive brand that uses finance to change the world, this needs to be evidence-based and the Scorecard allows that. Also use it in some external communications even though collecting the data is hard work.

Some of the deliverables for 2017 include:

  • Hire Scorecard / research coordinator
  • Implement web-based Scorecard data collection infrastructure
  • Expand Scorecard use and publication
  • Review base score calibration with members and external stakeholders
  • Develop long term strategy for Scorecard for approval early 2018

The presentation can be accessed here.

 

SFRE

The SFRE team had the opportunity to present to all CEOs the work and performance of the fund over its five year journey. After its launch in February 2015 it has certainly been an exciting year. One of the most important communications from the team is the migration from MicroVest to Triodos Investment Management (TIM) as a portfolio manager. You can find more details from this presentation prepared by Jim Prouty, CEO and Board member of SFRE. GABV members welcomed TIM in its function as portfolio manager as per 1 March 2017.

The Q&A session focused on discussing how to further the relationship with investors, while offering a long-term perspective that is reassuring. It was also mentioned that there is ample support for the changes being undertaken and how these changes respond to the need to grow in the close future.

 

Governing Board Forum

The Governing Board Forum had its second in-person meeting in Kathmandu. The aim of this meeting was to strength the exchange of knowledge and skills of its members in a in person meeting specially focusing on the issues of

  • Compensation Philosophy
  • Director Succession
  • Stakeholder  Social Capital: The study of value-driven Banks- Anastasia Naranova
  • The involvement of board members in the GABV discussions, crucial to achieve the goals of the movement

 The group also said goodbye to Jan O’Brien, representative from Vancity, who until March was performing as chair of this CoP. She will be succeeded in this position by Judith Downs who represents Bank Australia in this CoP .

Some of the commitments made by this CoP for the following years include: 

  • Encourage more GABV members to participate in Governing Board
  • Inspired to do more advocacy for GABV
  • Continue knowledge exchange by sharing best practices
  • Support U of Edinburgh research project
  • Judith Downes, Bank Australia, chair for 2017-2019

The presentation can be accessed here.

Knowledge Management

A unified approach to KM processes is critical to ensure that knowledge is considered a common strategic asset and that is broadly accessible to all members. The implementation of secretariat-level services and management of the complexity of global operations – to achieve GABV strategic goals – depend on effective information and knowledge management. As KM moves to the forefront of GABV development strategy and high-level 2020 plan, new opportunities exist to apply KM and deliver added value for GABV members and supporting partners.

The GABV Knowledge Management and Services to Members coordinator, presented the GABV Knowledge Management Strategy, which seeks to help bridge the information gap among GABV members and those interested in the values-based banking movement, and the activities of the GABV. It does this by fostering an environment that encourages the creation, sharing and effective application of knowledge to improve the values-based banking movement.

Some of the knowledge activities selected by the CEOs for implementation in 2017 are:

  • Increase of peer-to-peer exchanges
  • Pilot: member-led webinars
  • Creation of a Scorecard implementation guide
  • Pilot: CEO only webinars
  • Creation of a repository of good practices and relevant information

The presentation can be accessed here.

 

Digital Business and Innovation

The Digital Business and Innovation group, a recently created strategic committee, presented some initial remarks arising from its inception meeting. One of the main outcomes from the first committee member conversation was the decision to focus on three main action streams:

  • 1) Building a repository of information on best practice in and outside the GABV, always maintaining a focus on values-based banking
  • 2) Identifying opportunities for GABV banks, both locally and globally, in light of the findings of this committee
  • 3) Designing an action framework to shape a digital strategy for values-based banks

There were considerations made regarding the composition of the committee, and the need for it to be able to connect business needs with IT expertise [Business-IT integration in its approach], as well as to extend the conversation to regulatory issues, effective sandboxing and a non-banking competitive landscape.

Some of the initial commitments of the DBI Committee:

  • Stocktaking exercise [members of the committee] March – April 2017
  • Stocktaking exercise report: May 2017
  • First in person meeting: June 2017

This committee will report back to the members after its first inin-person meeting in June 2017.

The presentation can be accessed here.

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