©Understanding Good Governance, presented by George B. Cuff & Associates Ltd. 1 Leaping a Chasm The Planning Summit Regina, 2013

©Understanding Good Governance, presented by George B. Cuff & Associates Ltd. 2 Quote by David Lloyd George (former British PM) The most dangerous thing in the world is to try to leap a chasm in two jumps.

©Understanding Good Governance, presented by George B. Cuff & Associates Ltd. 3 Encouraging folks (who are elected by one community to do the best for their community) to think in terms of what is best for us as a Region is not an easy fit. This takes time and requires in many ways a new mindset. A regional board if constructed independently with its own legal status will need to be dealt with as its own entity. It is not an extension of the municipality.

©Understanding Good Governance, presented by George B. Cuff & Associates Ltd. 4 Those elected or appointed to the Regional Board will need to have strong character, independent minds, capacity to think beyond parochial borders, a willingness to suffer the slings and arrows of ratepayers and Councillors alike and prepared for shortened and uncelebrated careers as elected officials. The list of volunteers may not be long!

©Understanding Good Governance, presented by George B. Cuff & Associates Ltd. 5 “Show me a stock clerk with a goal, and I’ll show you someone who will make history. Show me someone without a goal, and I’ll show you a stock clerk.” J. C. Penny

©Understanding Good Governance, presented by George B. Cuff & Associates Ltd. 6 “The essence of leadership is a vision you articulate clearly and forcefully on every occasion. You cannot blow an uncertain trumpet.” Theodore Hesburgh, Notre Dame's President for 35 years (1952–87), the longest tenure to date

©Understanding Good Governance, presented by George B. Cuff & Associates Ltd. 7 Focus on the Principles  Principle 1: Clear Expectations  Principle 2: Clear Governance Model  Principle 3:  Principle 3: Trust & Respect between Partners  Principle 4:  Principle 4: One Employee  Principle 5:Concurrent Information  Principle 6:Primacy of the Body  Principle 7:Monitor

©Understanding Good Governance, presented by George B. Cuff & Associates Ltd. 8 Develop a Covenant (MOU)  Respect for the mandate and authority of each other  Understanding that each has a difficult & unique position  A desire to help Board achieve its mandate  A willingness to implement decisions of Board even when decisions do not reflect the advice of the administration  Trust & confidence in commitments made including ability to handle confidential information appropriately  Recognition by Council of professionalism of the staff; non- interference in allowing the staff to get the job done  Full disclosure of necessary information

©Understanding Good Governance, presented by George B. Cuff & Associates Ltd. 9 Do Not! Allow a minority of voices to stop you Allow a setback to stop you Allow an over-indulgence in parochialism to stop you Believe every rumour you hear Gang up on the large or the small Miss big opportunities because of small thinking

©Understanding Good Governance, presented by George B. Cuff & Associates Ltd. 10 Time Having said what I said about a chasm being best covered in one leap, this regionalism venture will take time. While it will in the end result likely be very beneficial to all it will not be without challenges and setbacks and frustrations along the way. Patience and wisdom and statesmanship will be essential.

©Understanding Good Governance, presented by George B. Cuff & Associates Ltd. 11 The Adage of the Sparrow A farmer comes upon a sparrow lying in the middle of a road. He asks the sparrow “Mr. Sparrow, what are you doing?” The sparrow replies “Why, can’t you see? I am holding up the sky.” The farmer says “But you are so small. Look at your spindly legs. You can’t hold up the sky! The sparrow replies “One does what one can!”

If Columbus had turned back, no one would have blamed him. No one would have remembered him either. (Anon)