Hospice UK - developmental governance review

In early 2025, Hospice UK commissioned GGI to conduct a developmental governance review as a strategic step in its evolving leadership and governance journey.

The review followed a significant period of organisational transition, including the restructuring of the board, the appointment of a new chief executive, and the launch of a new strategic plan focused on equity, quality, and sustainability.

A moment of maturity

Paul Jennings, Chair of Hospice UK, explained the context: “I’d worked through the easy things I needed to do. What I needed some support for was the more sophisticated stuff.”

After reforming the constitution to shift from a membership-elected board to a skills-based governance model, Paul and the rest of the Hospice UK team needed some external insight to support the next phase of organisational development.

Hospice UK had already laid a strong foundation—appointing Toby Porter as chief executive, renewing its brand and strategy, and rebuilding authentic relationships with its members. This made it the perfect moment to bring in GGI.

Structured but not formulaic

Paul says GGI brought a clear and customised approach to the review. He said: “Right at the outset, the GGI team wrapped a frame around what they would do. It all went like clockwork… I felt like we were dropped into a very well-structured process, but I didn’t feel like we were being processed.”

The review engaged trustees and senior leaders, produced practical and targeted recommendations, and met a tight delivery schedule, producing the final report in time for a pivotal board meeting in March.

The review assessed how the Hospice UK board operates, its leadership capabilities, openness and accountability, and proposed more than a dozen strategic recommendations—from trustee induction improvements to streamlining policy approvals and enhancing internal communications.

Paul says GGI’s delivery exceeded expectations. He said: “I honestly can’t think of any areas for improvement. GGI knows how to do it,” adding that even some initially sceptical trustees were “very positive about the final report.”

Strategic alignment and next steps

The GGI review team made sure their work aligned closely with Hospice UK’s new strategic direction. Paul said: “What this will help us to do is figure out how we turn some big objectives into something we actually do and how we deliver them.” He said GGI’s recommendations are now being integrated into annual trustee appraisals and will shape forthcoming board development sessions.

GGI’s ability to provide challenge with credibility and trust was central to the success. Paul said: “I didn’t want just a pat on the head. I wanted an organisation that would tell me the tough things if needed. And I knew GGI would.”