The Tribune

by Dr Kim Williams-Pulfer, OEF Board Director

As a child, I can vividly remember the line, “behave and govern yourselves accordingly”, from one of my firm but loving primary school teachers. Peering over her glasses, I recall that as students in her class, we understood very clearly what she meant: do the right thing, no exceptions!

Even then, the idea of governing or good governance served as a powerful idea that guided how a small primary school classroom came together as a cohesive unit. Interestingly, in today’s parlance, good governance is still an oft-used watchword that guides society. 

Why good governance?

A quick search of the term “good governance” shows the numerous ways it is deployed through varying approaches and frameworks. Originating from the Old French word “governance”, which means “government, rule, administration, or conduct”.

According to the United Nations, good governance refers to the processes of decision-making and the implementation (or non-implementation) of those decisions. This kind of decision-making leads to outcomes that facilitate national, regional, and global development, support the rule of law, and embody the values of inclusion, transparency, participatory engagement, and the recognition of rights and freedoms for all.

Good governance is expressed through the creation of laws, rules, statutes, bylaws, and policies, providing a roadmap that guides us toward tangible modes of conduct that support effective management. However, these elements serve merely as containers for governance’s deeper and foundational principles. It outlines how we treat one another and is inherently linked to expectations of mutual care. It challenges us to consider, as Professor of African American Studies Greg Carr of Howard University asks, “Who are we to each other?”

Across all sectors of society, good governance is the bedrock where our shared humanity flourishes. In the public sector, good governance frameworks facilitate transparency and accountability, both of which help mitigate corruption.

In the private sector, good governance requirements aid organisational effectiveness and emphasise strong relationships with stakeholders, including customers, communities, and shareholders. The third sector also upholds good governance principles, ensuring that board directors take their fiduciary responsibilities seriously. This commitment ensures that nonprofits they serve adhere to legal and ethical standards while remaining dedicated to their mission of serving the public good. Likewise, advocates for civil society argue passionately that good governance is essential for promoting meaningful democratic participation in society.

These aspects of good governance also highlight the concept of bad governance. As an advertisement for a corporate governance training organisation points out, “Bad governance can plunge an organisation into chaos!” The repercussions of poor governance ripple through communities and society, eroding trust and weakening our collective resolve to coexist harmoniously. It paves the way for the mismanagement of precious resources and cultivates inappropriate and strained relationships and outcomes. We can all identify a story or experience where bad governance has severely impacted a community or organisation’s well-being.

Good governance and our shared humanity

With good governance practices, we define and express our collective sense of living and working together for the common good. It requires us to value both its spirit and its letter. If the spirit of good governance connects us to our humanity and shared destiny on this planet, we should also strive to embody good governance within our families and in our personal and professional relationships. Governance impacts society and our daily lives and can guide us in defining appropriate boundaries, addressing ethical dilemmas, and creating fair rules and guidelines.

It encourages us to think not only of ourselves and those within our immediate circles, but also of those who share our common boundaries, whether they be national borders or even our shared experiences in the world. One innovative and expansive illustrative example comes from the indigenous Native American Haudenosaunee (Iroquois) philosophy, known as “seventh generation thinking”. As a concept, seventh-generation thinking urges us to consider the impact of our governance structures on the seven generations that will follow us. With this approach, governance connects not only those living today but also considers generations unborn. 

Good governance in action

At One Eleuthera Foundation (OEF), OEF-US, and Center for Training and Innovation (CTI), we are preparing for our annual general meetings. During this season, we take time to celebrate our successes and evaluate how we have managed the resources entrusted to us to sustain our mission. This period challenges us to strengthen our governance framework to enhance our capacity, partnerships, and effectiveness in advancing community development.

Thanks to the creative insight of our founders, we have three organizations that work together while remaining independent, united in a pact of shared governance across our respective but interrelated missions. Governance plays a central role in ensuring that we judiciously support each organisation’s mission. OEF’s work focuses on planning for the future and preparing to strengthen organizations and partners. In support of OEF Bahamas, OEF-US is committed to expanding cross-cultural connections, Bahamian diaspora engagement, and robust institutional support.

As a sister organisation, CTI serves as a training institution for skills development, emphasising local innovation and creating economic opportunities essential for the sustainable development of Eleuthera and The Bahamas. Our principles of good governance ensure that we also provide equitable support to our partner organisations.

During this season of contemplation, we not only mark the critical importance of sound governance practices but also reaffirm our commitment to maintaining a delicate balance of power within our collaborative framework. OEF and its family are just one of many organisations across our archipelago that recognise the importance of good governance in supporting their missions.

I hope that you reflect on how good governance can support your organisational or community leadership. How may seventh-generation thinking guide your governance practices? Can you identify how the rules of good governance within your organisation promote the principles of fairness and inclusion, care for others, and build the common good? Ultimately, I hope that you would consider that good governance is not merely an agenda item. It is the glue that will keep our communities thoughtfully connected for many years to come.

• Dr Kim Williams Pulfer is a board director of One Eleuthera Foundation. Established in 2012, the One Eleuthera Foundation (OEF) is a non-profit organisation located in Rock Sound, Eleuthera. For more information, visit www.oneeleuthera.org or email info@oneeleuthera. org. The Centre for Training and Innovation (CTI) is the first and only postsecondary, non-profit education and training institution and social enterprise on Eleuthera. CTI operates a student training campus in Rock Sound, Eleuthera, with a 16-room training hotel, restaurant and farm. For more information about CTI’s programmes, email info@ oneeleuthera.org.