governance good practice guide

models and modes

introduction

putting further education (FE) governance into practice

There are many theoretical models of governance which are applicable to the FE college sector. A model of governance is partly determined by external regulation and scrutiny, and partly by the individual board.

This section demonstrates that different governing boards adopt different structures and develop their own preferred ways of working to meet external FE governance regulations.

It is not a case of 'one size fits all'. What works for one organisation, may not work for another at a particular time, in a particular situation.

As a result, external regulation in FE governance is complex and mixed and draws on aspects of several different models. For example:

• some operate through standing committees, some through minimal committees, some through ad hoc working groups
• frequency of meetings will differ from college to college
• styles of governance may be influenced by individual governors who may bring with them their own experience of governance from other arenas.

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The board's way of working will also be influenced by the modes in which it operates - and its awareness of these modes.

Depending on which stage the organisation is at, the board may need to put on different hats - for strategy, monitoring, stewardship, learning, or community and management relationship. Sometimes it may be appropriate for the board to take risks, at other times it may need to steward resources. Sometimes it may be appropriate to support management, at other times it may be more appropriate to scrutinise and call to account.

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The Governance Good Practice Guide (GGPG) shows different models and modes that can be used to review effectiveness and to assess the need for change. When reviewing the examples of good practice, it very much depends on context and current situation.

Click here for sample case studies and good practice in FE.

Change can be driven by external factors (such as inspection) or from the inside (such as the governors' desire to be more effective). Even though an external audit may view the governing board as fit for purpose or 'compliant', governors may wish to move beyond compliance.

In this way, governance can take the lead in aiming for organisational quality, excellence and continual improvement.