How strong is your organisation’s core governance?

The very best boards continually ask themselves this question. They have a clear idea of their purpose and role, which helps them focus on the things that give their governance a strong core.

Strong core governance provides the platform good boards need to become great.

It is also the key to recovery when things go wrong. When this happens, the most important thing is to be honest about the problem and then start thinking about recovery.

We work with clients in distress that need to strengthen their core governance structures, systems and processes.

Organisations under regulatory pressure choose GGI to help them quickly get back on their feet.

As an independent, expert partner we will work with you to support and strengthen your organisation’s core governance.

We improve the ability of boards to deliver lean, effective governance, offering practical and creative support that helps complex organisations function to their full potential.

Your board is the controlling mind of your organisation. We will inject new life into it by helping you deliver distinctive, practical solutions while always staying true to your core values.

We adapt our work to your particular needs, drawing on international benchmarking and our own extensive experience.

Tailored solutions

We work with board secretaries and their chairs to build well-led organisations that are effectively governed and forward thinking.

Our aim is to ensure board meetings are influential and effective, not just a regular ritual that fails to add value.

Much of our advice is anchored in highly adaptable, peer-evaluated maturity matrices. These help to evaluate your current state and plan effective development for the short and longer term.

I'm delighted that we chose GGI to carry out a review of our corporate governance.  Professional, responsive and flexible at all times, it was their expertise in this area that really stood out, bringing fresh insights and powerful recommendations.  Implementation of the review promises to take us a big step closer to the 'well-led' organisation we aspire to be.

Dr Neil Goulbourne

Director of Integration, Planning and Performance

Your feedback

The work that GGI have done on restructuring has lead to a global change in Quality & Safety and a fresh look at how the quality system works…quality and safety is no longer considered one persons ‘thing’ and has become a global ‘thing’ and is everyone’s responsibility.

Andy Heeps

Associate Medical Director

Your feedback

I have found GGI to be extremely well connected and a useful source of information and counsel with regard to negotiating one’s way through the complexities of the NHS. In addition, they have shown themselves to be flexible and capable of providing a broad range of services beyond that which their name alone suggests.

Joe Fielder

Chair of North East London NHS Foundation Trust

Your feedback

The Three Kings

Part II

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What does it mean to strengthen governance?

It is about taking the most important, fundamental elements of your governance and reviewing and testing them to make sure they are flexible, adaptable, resilient and ultimately fit for purpose.

What are the principles of strong governance?

Strong core governance is that it should be shaped by these principles:

  • Assurance beats reassurance; board members must understand and value the difference between assurance – proactively establishing for yourself that all is well – and reassurance – reactively having your concerns dispelled by someone else.

  • Board as regulator of first resort; there should not be any surprises in governance. In a sector as highly regulated as the NHS, there can be a tendency for national bodies to dominate board thinking rather than waiting to discover what a CQC inspection reveals and only then dealing with it. A mature board should already be aware of any issues and have measures in place to address them.

  • Challenge is positive; there is no place for ego or defensiveness in good governance. Scrutiny should not be viewed as a threat or something to be endured but rather an important lever for driving improvement. Board members have a duty to ask the right questions, as well as constructively challenging the answers.

  • Sustain core principles; as well as being heavily regulated, the NHS is also in a constant state of flux. In such a changeable landscape, it’s easy for core principles to be swept aside by the latest new initiative. It’s essential for board members to maintain focus, review regularly and ensure good governance principles live on.

  • Executives and non-executives; a balanced and collaborative relationship between the two is fundamentally important.

  • Remember to look within; honest self-reflection, both collectively and individually, is one of the most important areas of board activity. Using the key lines of inquiry set out in the Well Led Framework, development needs should be continually addressed so board members are equipped to carry out their essential roles.

How would I know if my organisation's governance is strong?

Good governance has definable outcomes you should be able to see and feel, legitimacy, better control, adding value, ethical culture.

The basics of good governance

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Assurance, reassurance, performance

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Well-led in the third sector

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Mark Butler

Executive Director

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Janice Smith

Senior consultant

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