Small changes

Small changes and seemingly modest actions matter. In the same way that a butterfly flapping its wings in a Brazilian forest can create a raging storm in the North Atlantic, the actions we all take can make a difference. And huge change can happen rapidly. Read more

Governing opera

Governing opera is an even more fluid endeavour than even the most extravagant operatic plot line, but there are real lessons from the recent governance improvements in opera for boards of all kinds. Read more

Ready to legislate?

This bulletin looks at the dilemma facing the government about whether or not to bring change to the NHS by legislating. It’s a ticklish question. The recent track record on major legislative change has been mixed, with the Lansley reforms of 2012 probably the least successful of recent times. Read more

Coming out again

“Until we are all free, we are none of us free.” (Emma Lazarus). The distasteful slip-up in the NHS People Plan that associated being LGBTQ+ with a long-term condition or disability highlights the enormous inequalities experienced by LGBTQ+ people... 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.