Refocussing governing practice

Part 1:   Every cloud has a silver lining 

There has been a recent focus of interest on the workings of the Remuneration Committees operated by English college corporations in relation to senior staff pay and conditions.

Senior Staff Employment Committee?

Let’s see this focus as an opportunity to reshape the way governing boards use committees to support Governing Board responsibilities. In times past, I have encouraged the formation of a Senior Staff Employment Committee by a college governing board, as a means by which the Governing Board addresses its responsibilities as the employer of the principal, and designated senior staff. Specifically, this committee (without delegated powers) has reviewed senior staff terms and conditions, the performance management process, job roles and focus, professional development, specific policies related to senior staff, e.g. grievance, disciplinary, and made appropriate recommendations to the Governing Board. The Chair of the committee was not the Chair of the Governing Board, and the membership of the committee included at least one human resource specialist. This Senior Staff Employment Committee met once per term. 

Benefits

The formation and operation of this committee gave confidence to the senior staff, and to the Governing Board, that the employer function of the Governing Board was being actively driven and appropriately actioned. The Senior Staff Employment Committee was a very prominent part of the governing structure, as opposed to the once-a-year pay review performance that some Remuneration Committees may have lapsed into. 

Taking an opportunity

With the recent focus on the role of remuneration committees, this could be a time to take advantage and shape a better way to govern and, in particular, to deliver the critical role of the employer of college senior staff.

Part 2 : Is it time to change the governing model?

It is very easy to get into a way of working and, barring any big problems, keep working in that way. It provides us, and maybe those with whom we work with, comfort and security. Change can be destabilising and worrying. However, I suggest that for some, the way of governing a college has got deeply stuck in a rut. Most of a governor’s time, let’s say at least 90%, is spent in choreographed meetings with tight agendas, and lots of reports (some very dense, some very long). But what if valuable governor time was used differently? Instead, how about 60% spent in formal meetings (where there will always be limited opportunity for discussion and exploration of issues) and 30% of time spent in structured informal events? (I’m assuming that the remaining 10% is spent at college events, governor development, governor link roles, and ambassadorial duties). 

Structured informal governing

Structured informal governing is best demonstrated through workshop events, perhaps one per half-term, addressing strategic questions in readiness for the next version of the guiding plan. We think about student, staff and stakeholder voices, but this is also an opportunity for governor voices to expressed in a way that formal meetings inevitably restrict.  One obvious outcome from this approach, which has been trialled in a number of settings, is that many governors who often feel frustrated at formal meetings, can share their expertise, local knowledge, good ideas, etc.  It also becomes a way in which governors can gain better insight into the college, and in so doing so, develop a more advanced form of assurance.

Shorter meetings?

It is also possible that formal meetings can become shorter, as informal structured governing provides the space to talk, test, explore, query, propose and generally engage with the bigger questions facing the college. Furthermore, the quality and focus of the next strategic plan becomes much more engaging and can lead to a more strategically focused Governing Board.   

Combining both parts of this blog

In summary, taking Part 1 & Part 2 together, and aiming for a more strategic Governing Board, a revised governing model would see:

• More creative time for governors away from formal meetings to discuss, influence, and shape strategy
• Use of an active Senior Staff Employment Committee to oversee the delivery of strategy through oversight of the employment relationship between the Governing Board and its senior staff. 

Dr Ron Hill, Stone King Consultant 

25 June 2025