clarity of vision and roles
clarity of vision and rolesintroductionThis section looks at the importance of being clear about the college's vision, mission and values and about the role of governance (and how it relates to college management) and how it is fundamental to effective college leadership. clarity in the role of governanceThe model of governance set out in the Instrument and Articles of Government makes a clear distinction between the role of governance - strategic and stewardship - and the role of the principal - operational and advisory to the board: clearly defined, non-delegable functions. The area of strategic direction is perhaps the one where the distinction between governance and management can be most controversial. Since incorporation in 1993 the college principal has become closer to a true corporation chief executive and is the accounting officer. Go to the about governance section on www.fegovernance.org for more information. The governing board's functions have, however, been eroded by the strategic planning function of the Learning and Skills Council (LSC) and the resulting reactive nature of policy and strategy, with governors sometimes struggling to see how they can add value. But the powers of the governing board remain unchanged. governance and managementThe governing board sets the strategic direction; determines the ethos of the college and how it conducts its business; approves, reviews and monitors the educational character; sets the policy framework; oversees the performance of the college and principal and safeguards the college's assets. The principal makes policy and strategy proposals to corporation; implements the policy and strategy set by the governing board; manages the day-to-day running of the college and its staff. The distinction between governance and management is further explored in the GGPG. Click here to read this section. clarity in vision, mission and valuesThe governing board is responsible for approving, reviewing and monitoring the educational character and mission of the college, its services and its vocational training and academic activities. The principal and college managers are the education and training professionals and make proposals to the governing board regarding character and mission, based on their knowledge and experience. A significant part of the governing board's role is to act as a critical friend, on behalf of the current and future local community, bringing outside knowledge in, testing assumptions and checking out information from college managers with information from the local labour market, employers, learners and staff. To some extent the vision and mission is directed by government priorities, with governing boards using their powers to reflect and respond to local conditions and circumstances. To be effective, vision and values need to be owned and developed by the whole organisation. The Foster Report and the White Paper emphasise the need for a clear mission in the sector - providing skills for employability. However, it is recognised that this need not be exclusive and that the traditional social contribution of the FE system should be retained. Foster and the White Paper also stress the need for quality provision and specialisms. It is increasingly recognised that these may take different forms and governing boards will always need to strike a balance between:
There is scope for the governing board to work in creative ways with managers and staff. accountabilityGoverning boards are part of the FE system of accountability. They have to account for the use of public funds and for the way in which they use the powers given to them through the Instrument and Articles of Government. Their accountability is to the government, the LSC, learners, employers, the local community and, as an employer, to staff. Governing boards also hold the principal to account. Governing boards, board members, the chair and the principal do not own the college - they hold them in trust for the public. This gives rise to the system of external and internal audit, assurance, inspection and accountability to the LSC - which acts as the FE system's regulator. The chief executive officer of the LSC and the minister of the Department for Education and Skills (DfES) are accountable to Parliament. In this way, no individuals or organisations can use a college or its assets to further their own agendas. accountability flow chart
risk managementThe governing board's audit committee includes risk management in its remit. Colleges and other providers must demonstrate that they have a relevant policy and plan in place, with a register for identifying and managing risks to the business. The LSC also now reviews colleges' funding allocations in terms of risk.
and to define their risk appetite when considering new ventures. Governing boards must identify and manage risks as part of their accountability.
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