In the community sector, governance is largely about ensuring that organisations stay accountable to priorities that have been set by its leaders, rather than the communities they serve. Even where organisations endeavour to be responsive to the aspirations of communities on the ground, structural limitations prevent this.

Boards carry legal responsibility but are often distant from the realities on the ground and rely on the reports and recommendations of executive management to make decisions. Executive management are often accountable upward to funders and regulators rather than downward to communities, which means that executives are less likely to see issues clearly unless they immediately affect funding, organisational reputation ro delivery targets. Community input may sometimes be gathered through consultations or advisory groups, but rarely with a representative cross-section of the community. Concerns that might be noticed by frontline staff or community members are rarely able to be effectively communicated in a way that influences organisational decision-making.

Within a traditional system of organisational Governance, the strengths that different people in the community and organisation have to offer - the prudent supervision of a board; the decision-making acumen of an executive; the insights of frontline workers; and the lived experience of community members - are seldom harnessed or effectively integrated.

Empowerment Ecosystems uses a different governance structure to address this problem.