By this article we want to present the reflections of Zuzana Konecna, YMCA Slovakia Programme Secretary, on governance, its nature in a changing world, ways how to make it more natural and organic, examples from YMCA Slovakia.
This is how the idea of an International project was born which received its continuation as “Organic Governance and Quality Development” supported by Erasmus+, Key Action 2 programme. YMCA Czech Republic, YMCA Scotland, YMCA Europe joined as partners.
Paradigm change: world in disruption
Recent years can be marked as a paradigm shift in world structures accelerated by recent major events affecting the whole world:
- Digitalisation / online – offline fluidly intertwined
- Climate change accelerating and no longer avoidable
- Hybrid warfare: disinformation in unregulated social media, polarisation of societies, democratic order under threat, populism on rise
- Crises of commitment
- World pandemics cycles shortening, world population growth
- Pressure on energy resources
Regional specifics
Organisational culture and its governance is influenced by local / regional factors.
For example: growing wealth in a particular state means more possible resources for NGOs’ goals fulfilment but also allows people to pursuit pleasure and other activities rather than serving in an NGO board, doing volunteering, etc.
External and internal factors influencing NGO capacity. Source: Adapted from Brinkerhoff et al. (1990) and De Vita et al. (2001)
Values
Somehow we all got used to the values of the organisation being presented on many occasions. But the core thing is, how much are they put in practice and how they affect the state of governance within our organisations.
What measures are taken to put them in practice?
How do we ensure the democratic principles are truly happening? Who is really in charge? Who leads the organisation informally, and who is the formal leader? Are the roles respected? Who has the real power over decisions?
Why this project
Governance in our organisations is under pressure, especially in countries where democratic system is still young and fragile. The culture of organisations in civil society is affected by global but also local specific factors.
We struggle with quality and sustainability in governance structures with an emerging generation of young people with a generally much less structured approach, no or low succession of new leaders.
The project Organic governance and quality systems development aims to re-think how and why we are organised in certain ways as YMCA; what is precious to keep and what new opportunities and new approaches can we develop together with the YMCA Europe family of national associations.
The YMCA way of governance
YMCA has recently celebrated its 175th anniversary since the idea took form in the first local organisation in drapers shop in 1844 London.
Since the first international conference in Paris (1855), YMCA people have put revolutionary basis for their governance: the Paris Basis. It is not only about YMCA aims, the well known part. Very importantly it sets the governance principles which enabled it to grow to a sustainable and very agile world movement characterised today by a variety of services and programmes always tailor-made to its local environment and community.
Characteristics of governance in many YMCAs
- Unity of main principle – one world movement
- Independence of organisational structure on national level
- Strong personality of secretary – individual impact on organisation governance, strong personal integrity required
- Democratic principle: governance from bottom up
- Fellowship based on sincere non-formal relationships and organisation structure represented in formal roles are equally important.
Governance Ecosystems
Governance is partly natural but mainly artificially sustained force that requires effort, energy and commitment – sources that are drying up not only in the physical environment but also in societies.
A single tree in a large open space needs more energy and other sources, it’s more likely to be affected by environmental disruptions (drought, wind, storm, etc.)
A tree that is part of a larger ecosystem (forest) benefits from protection of other plants, energy / water storage but can also suffer from their shade – a balance is needed.
Governance ecosystems – the first YMCA
- First YMCA in London established by George Williams and his co-workers was within a draper shop.
- It used the natural environment where the members lived and worked.
- It used the support of the factory owner who supplied room and also became first treasurer of the young organisation – using his business expertise and character for their aims.
- It used cooperation between various church members based on equality – YMCA is a pioneer in ecumenism and interfaith cooperation.
- It clearly divided its structure and aims not to overlap with church mission.
- New YMCAs were spread along business relationships.
Governance ecosystems – external sources
NGOs / YMCAs’ governance structure can benefit from external resources but has to be aware of their impact on organisation values and mission:
- Including certain percentage of board members / advisors from external environment – local community, business (example YMCA England and Wales, YMCA Scotland)
- Activities and opportunities grow, day is still „only“ 24 hours long. Joint initiatives and corporations are vital – organisational structures of different organisations can support each other (e. g. municipality, church, NGOs in same area, etc)
- Building networks / branch structure – become part of something larger – small local movements can be administered by a larger movement in the area.
Governance ecosystems – succession
- Multi-generational
- Circular inclusion of potential (in preparation) and of past members of governing structures (board, executive committee)
- Investment in development: systematic grow of new leaders, education of existing members, mentoring / coaching (internal/ external)
Governance ecosystems – agility
„A variety of organisation levels from a messy, ad hoc wilderness to a neat designed park.“
Organic governance is connected to the outside world but keeps organisational integrity. It respects people as they are but also creates support for their growth in becoming more aware, more competent.
Governance style and structure must follow the local organisation nature of work. To keep the governance in good shape, its standards must be kept long term – brief, clear and transparent. Further adds-on (policies) must be regularly revised, kept to a minimum.
Governance is like the organism’s skeleton – the firm and constant part that keeps it strong and stable. The flexible part – the people, the programmes, etc. – create together with it the organisational culture – which is more visible to the outside.
- Smaller organisations with few involved people can respond more quickly and create many interesting initiatives. But it can cost them longevity and lose personal potential in the future if they do not work on their governance structures – often seen as unnecessary and obsolete.
- YMCA is an example of keeping the best of both worlds: smaller, short-term initiatives / projects of young people thrive within larger local / national movements who support them within their structures. The governance is learnt on the way naturally – but also intentionally by learning opportunities (YMCA Leadership Academy, courses for board members, taking part on conference meetings, Tensing – leading own small initiative with peers, etc).
Governance ecosystems – time saving
- Save time by using energy from existing processes.
- What do people do naturally / what do they have to do anyway?
- Eat? Eat together – working breakfast / lunch, board meeting at supper
- Relax with family? Connect relax, family to work – make an extended weekend with your families for board meeting:
- Arriving at Friday late afternoon / evening for dinner and non formal talks, bonding and reviews – get into the topics in unstructured way.
- Classic structured board meeting on Saturday, joint lunch and evening relax with families.
- Sunday rewind and relax: common activities with families.
- Exercise? Make a sport activity to bond team, extend your leadership skills.
- Socialise? Make friends from board members.
- Work? Ask your boss – some businesses support their employees volunteering.
- Balance online and in-person meetings for best results.
Governance ecosystems – forms
Use online only for quick and very constructive meetings / international cooperation.
When possible, meet in person. Pandemic taught us to be online even more: benefits are clear but so is the loss of human interaction – we are body, mind and spirit equally, we are not designed to be fully online – we are social beings.
The material is created within the project “Organic Governance and Quality Development” supported by Erasmus+, Key Action 2 programme.
Movement Strengthening in YMCA Europe is aimed at building the capacity of organisations in different spheres including governance, internal policies, quality standards and strategic planning.