1. Governance of 3rd Sector Organizations
A guided discussion
brought to you by:
- currently a graduate student at York University in Environmental Studies, hope to complete my degree by April 2002
-    - hired in May 2001 by Sustainable Toronto, a community university research alliance whereby universities work with community groups to provide them the research capacity on issues that are important to them
-    - studied trends in urban environmental governance as they impact TEA
-    - examined case studies that pose interesting ideas and direction for TEA
-     - also studied capacity building issues, including helping TEA build capacity of their members and pass information on to other members of the enviro. community; achieved through sessions such as this
- before returning to grad school, worked abroad for a Middle Eastern municipality as the Environmental Awareness Officer
-    - am currently employed part time as the Coordinator for TEA’s sister organization, the Organic Landscape Alliance
-    - studied grassroots communication methods for undergrad thesis paper
Promoting Community Sustainability:
Linking Research and Action

2. Key Assumptions
That some form of governance structure is needed, albeit, this structure can and should be fluid and allow for change
I do not intend to provide answers but instead hope to incite discussion and thoughtful deliberation
These are my key assumptions. Not everyone will agree with them but it gives you an idea about where I stand on these issues.
I believe that society cannot operate without some form of governance. This does not need to be written down but it does need to be understood by all citizens in order for it to work.
Decisions will need to be made collectively. Not all, but certainly some. Deciding what decisions should be made collectively is part of the process. The more people that populate our planet means the more we will have to face this reality. We cannot exist alone and operate in our own spheres, making decisions about our lives on our own anymore (nor, do I believe could we in the past - it was more a fantasy).
Structures and norms are important in communicating these to all members of the organization. This does not have to be a standard across the world. Nor does it even have to be the same for each city or province in Canada.

3. Overall Aim
to “discover and develop a foundation of knowledge on which to build additional tools and resources to assist non-profit organizations in creating effective governance practices” (Gill, 2001;3)
to ensure that we do not duplicate those structures that oppress and control us

4. Definitions of Governance (from literature)
a function of the interrelations between and among the citizens that comprise the more formal institutions of the government, civil society and the private sector, with the media playing an intermediary role (Plumptre/Graham, 2000)
“the capacity to act collectively to accomplish public policy goals... recogniz[ing] the interdependence of government with not only business but the voluntary sector & other interest groups” (Graham et.al., 1998;26)

5. More Definitions
those processes and structures that an organization uses to manage its general operations and program activities and includes structures, functions or responsibilities, processes and organization traditions (from the Broadbent Report - Building on Strength: Improving Governance and Accountability in Canada’s Voluntary Sector)

6. Notable Trends In Canada;
there has been an emphasis on partnership building btw 3rd sector & gov’t, as well as private interests
a formalization of the relationship btw gov’t & the non-profit or 3rd sector is underway
attempt at increasing accountability on part of 3rd sector by way of best-practices
attempts to eliminate or down-play advocacy role of 3rd sector

7. Your Ideas
What is governance?
Now for a brainstorming session -

8. The Models Operational Collective Management Traditional
Policy Governance
Corporate
Constituent Representational

9. Keys to Success having a strong board and staff leadership;
a positive working relationship between the CEO/ED and the board;
clear roles for staff and board members
agreement on values, mission and the objectives on the part of all stakeholders to the organization;
respect for organizational norms and board decisions;

10. More keys ...
good board development practices, including training, orientation and recruitment;
regular assessment of performances and effectiveness;
consensus or near consensus decision making; a high level of trust and co-operation;

11. Even more keys ... a low level of conflict;
constructive confrontation and resolution of conflict;
balance of stability and adaptability; and
effective management of meetings and board work.

12. “In order to meet increased demands for accountability and to adapt to changes in the environment, a non-profit board needs
to have a good mixture of skills from a cross-section of the community, the active participation of all members, a coherent committee structure, timely access to thorough documentation and information, greater involvement in the long-range planning and policy development and a proactive approach to possible problems and future needs and trends. Timely planning for the succession of the Executive Director is particularly critical in order to assure and demonstrate continuity and leadership when the organization is at a critical juncture.” (Gill, 2001;33)

13. Define your ideal model for
Break-out Discussion
Define your ideal model for
an organization

14. How do we get there from here?
Discussion
How do we get there from here?

15. Feedback Feedback is welcome; speak with me directly after the session
telephone me later:
me:
Sustainable Toronto:
TEA:
send comments to: 30 Duncan St., Suite 201, Toronto, ON

16. Next session Thanks for joining us for this guided discussion.
Next session is Community Capacity Building
November 21st, 12:00 - 2:00.
Same bldg., same room.
Hope to see you there.