Trusting millennials

The NHS People Plan, published in July, is an admirable statement of intent. As a response to the extraordinary circumstances created by COVID-19, it does a fine job of acknowledging the challenges faced by 1.3 million NHS staff, celebrating the way they have risen to those challenges, and setting out plans and aspirations for changes that need to happen. Read more

Environmental recovery

Finding opportunity during a pandemic isn’t easy, but a focus on the environment and the future of this planet could provide organisations with a renewed sense of purpose as the world begins to reopen. Read more

Charity scrutiny

All charities face significant and ongoing challenges due to COVID-19. Research by the Institute of Fundraising, NCVO, and Charity Finance Group shows that 84% of charities reported a decrease or significant decrease in their income from the start of lockdown to 12 May. Read more

Doing our homework

The extended spell of homeworking we’ve all been thrown into during the pandemic has led some to discover the immutable nature of their social needs. Read more

Governors and boards

The NHS Constitution commits the NHS actively to encourage feedback from the public, patients and staff, to welcome it and use it to improve services. For foundation trusts, the council of governors plays a crucial role to support the feedback loop but also to oversee the work of non-executive directors (NEDs). Read more

COVID-19 weekly updates

In our conversations with NHS boards about their responses to COVID-19, we have been looking to identify practical guidance we can provide to help them operate most effectively during the crisis. Read more

The health and social care landscape is changing rapidly, driven by a growing and ageing population, funding pressures, and evolving national policy. Partnership working across the NHS, Local Authorities, Third Sector and independent partners requires robust and innovative governance to ensure that communities benefit from improved outcomes, enhanced experience, and better use of limited resources.

GGI has extensive experience delivering a broad range of governance review and development programmes across health and social care throughout the UK. We understand that good governance is about ensuring that high quality care is delivered when it is needed, and that the individuals and organisations tasked with commissioning, delivering, and regulating this care are supported in taking decisions which benefit the public, communities and patients.

At the forefront of national governance thinking and innovation, GGI is now firmly established in the higher education sector as a leading provider of Governing Body and Senate reviews, working across Post-92, Chartered and Russell Group institutions in all four nations of the UK. Our approach is that any governance review needs to be part of continuous institutional improvement.

The CUC HE Code of Governance (and the Scottish Code of Good HE Governance) recommends that institutions must conduct an independent review of their governance effectiveness at least every four years. In the current operating climate, all HEIs must be particularly alert to the need to review their governance structures, systems, and processes to ensure that they are responsive and fit-for-purpose. GGI provides specialist advice and support in guiding and assisting HEIs in this process, drawing on our in-depth knowledge and expertise of governance, leadership and strategic development in other sectors.

The third sector, including the voluntary community, comprises well-respected, valued and publicly trusted institutions that play a fundamental role in addressing many of society’s unmet needs. It is therefore essential to ensure that they preserve stakeholder confidence and assurance by continuing to deliver on their core purpose. The recent publication of the new Charity Governance Code will bring greater attention to internal systems and processes, and put the spotlight on the importance of behaviours and culture in an organisation. 

GGI recognises the diversity of third sector organisations and provides specialists support, working with leaders and trustees in strengthening governance practice helping to assure financial sustainability,  leadership development and succession planning. 

The UK Governmental Department for Culture, Media & Sport defines these organisations as having “the ability to enrich lives and promote cultural and artistic heritage”. GGI understands that the role of governance is to facilitate and sustain the impact made by these bodies on society.

Whether promoting local heritage, bringing communities and families together in sporting activity, or inspiring through the arts, good governance practice is a key component to delivering the mission of any organisation.

Organisations that fall under the umbrella of Culture, Media and Sport are recognised throughout the world for their ambition, innovation and creativity. GGI appreciates the value that these bring to the life of local communities and the UK as a whole. We support this through the development of governance which best meets the needs of these dynamic organisations.

Of the 100 largest economies in the world, 51 are now global corporations, while in the UK 60% of all private sector employment is by small and medium sized enterprises. These organisations touch on every imaginable aspect of society and economic output, from providing banking and financial services, to producing and selling the food we eat.

Good governance is fundamental to demonstrating and ensuring reliability and integrity to shareholders and the community. At GGI, we are clear that governance is a facilitative force rather than a burdensome bureaucracy, and one that is crucial in supporting those who run organisations to take the best decisions for their stakeholders.

The success of whole communities depends on ensuring that quality homes and business premises are available to the residents and organisations who need them.

GGI recognises that housing is a complex and diverse sector, with unique financial models, diversified business streams, merged organisational structures, and a rapidly evolving policy environment. We work with governing bodies in the sector to allow board members, executives, staff, and stakeholders to develop a clear understanding of potential risks to their organisations while supporting effective decision-making.