https://www.governancetoday.

com/GT/Old_Website/
The_Foundations_and_7_Pillars_of_Good_Governance.aspx?WebsiteKey=0cf4306a-f91b-45d7-9ced-
a97b5d6f6966

https://article1000.com/challenges-good-governance/

https://www.ombudsman.gov.ph/UNDP4/wp-content/uploads/2013/01/Module_I.pdf

https://www.unescap.org/sites/default/files/good-governance.pdf

https://article1000.com/challenges-good-governance/

Good governance as a concept.

The concept of "governance" is not new. It is as old as human civilization. Simply put "governance"
means: the process of decision-making and the process by which decisions are implemented (or not
implemented). Governance can be used in several contexts such as corporate governance, international
governance, national governance and local governance.

Since governance is the process of decisionmaking and the process by which decisions are implemented,
an analysis of governance focuses on the formal and informal actors involved in decision-making and
implementing the decisions made and the formal and informal structures that have been set in place to
arrive at and implement the decision. Government is one of the actors in governance. Other actors
involved in governance vary depending on the level of government that is under discussion. In rural
areas, for example, other actors may include influential land lords, associations of peasant farmers,
cooperatives, NGOs, research institutes, religious leaders, finance institutions political parties, the
military etc. The situation in urban areas is much more complex. Figure 1 provides the interconnections
between actors involved in urban governance. At the national level, in addition to the above actors,
media, lobbyists, international donors, multi-national corporations, etc. may play a role in
decisionmaking or in influencing the decision-making process. All actors other than government and the
military are grouped together as part of the "civil society." In some countries in addition to the civil
society, organized crime syndicates also influence decision-making, particularly in urban areas and at the
national level.

Similarly formal government structures are one means by which decisions are arrived at and
implemented. At the national level, informal decision-making structures, such as "kitchen cabinets" or
informal advisors may exist. In urban areas, organized crime syndicates such as the "land Mafia" may
influence decision-making. In some rural areas locally powerful families may make or influence decision-
making. Such, informal decision-making is often the result of corrupt practices or leads to corrupt
practices.

Pillars of Good Governance:

The Practices of good governance can be represented as 7 Pillars, incorporating:

Direction: what business are we in, what are we trying to achieve and what are the values and
principles that frame the way we do business?. The board is responsible for these key strategic
issues and for proving leadership in establishing the right culture to drive the performance of
the business. Without clear direction, the organisation will flounder and likely never to realise
its long term goals and potential.

Viability & sustainability: a key priority in today’s dynamic, ever changing environment. Is the
business built on a foundation that provides relevant, client focused services/products and is
there a market that will pay a fair price to enable the organisation to sustain its activities over
the medium term at least? Are the assumptions upon which the business model is based upon
tested on a regular basis to ensure viability can be maintained? Does the board continually
challenge itself on these most important matters?

Stakeholder engagement: Do the organisation in general and the board in particular,

understand who the key stakeholders are, how they interact with the business and how they
are engaged with to ensure the best outcome for the organisation? Is stakeholder engagement
included in the annual agenda and strategic plan?

Risk management: does the organisation have a risk management plan in place, is this
reviewed over the year and updated on an annual basis? Does the board have a discussion each
year on its appetite for risk, how this impacts on its risk management plan and how this will be
managed during the year? Is there a business continuity plan in place?

Performance management: the organisation, the CEO and the board itself – how is
performance managed for each of these? Does every board member have a real understanding
of how the organisation is performing both historically and in terms of lead indicators? Does
the board have a system in place to monitor the performance of the CEO and an opportunity to
provide mutual feedback on an annual basis? Does the board review its own performance and
seek ways  to enhance its own functioning?

Compliance: doe the organisation have a culture of compliance that” it is the right thing to do
rather than something that must be done to avoid penalties?” Is a register in place to assist in
compliance management and to provide evidence to the board of how this is being managed
within the organisation?

Professional development & succession: are resources allocated for ongoing professional

development of the board and is there an annual plan in place that demonstrates this has been
thought about within the context of the board’s needs? Is there a plan in place for board
renewal that both retains knowledge and experience and ensures appropriate representation? 

In summary, the responsibility an individual assumes when accepting a position as a Director of

an organisation is considerable and one that should only be taken with a clear understanding
of, and commitment to, fulfilling this responsibility to the best of their ability. When an
individual agrees to become a director of a non profit organisation, that person moves from
being a volunteer to being accountable. Having a clear understanding of the principles and
practices of good governance will enhance the performance of both the individual and the
organisation – so how do you and your organisation stack up against this checklist of good
governance?

https://www.cnbc.com/2018/04/26/asean-what-you-need-to-know-about-the-globally-important-
group.html

https://news.iu.edu/stories/features/thailand/why-asean-matters.html

https://asean.org/?static_post=political-achievement

ASEAN Political Governance and Challenges

All countries in Southeast Asia now belong to a community working together to achieve the aims and
purposes inscribed in the ASEAN Declaration signed in Bangkok 30 years ago. Already the Association
has succeeded in defusing tensions in the region and has helped maintain potentially explosive situations
at a manageable level. Already the Association has succeeded in transforming a region riddled with
disputes and rivalries into a generally stable neighborhood. Already it has begun to build an Asia-Pacific
network for peace through agreements, mechanisms, and processes for political and economic
cooperation that it has been fashioning or getting involved in over the years. If only for these, ASEAN has
contributed significantly to peace, security and stability in the Asia Pacific region.

But its greatest achievements in political cooperation are yet to come. Fortified by the solidarity of the
Southeast Asian region and by the growing respect that is accorded it by the international community, and
motivated by a desire to sustain its hard-earned economic dynamism, ASEAN may be reasonably
expected to take new and farther-reaching initiatives at the start of a new millennium.