Governance Beyond Compliance: Strengthening Accountability, Assurance and Ethical Leadership

By Catherine Sykes, Vice Principal Governance and Compliance at Hull College

Across further education and the wider education sector, governance is being tested as never before. Financial constraint, regulatory complexity, public accountability and rapid technological change place governing bodies under sustained pressure. In response, governance frameworks have evolved, placing greater emphasis on internal controls, accountability, risk and effectiveness.

Yet governance challenges persist - not because frameworks are absent, but because governance is lived and enacted through people, behaviours and systems.

In a recent professional reflection I shared publicly, I noted that effective governance depends on a delicate balance: being sufficiently close to organisational realities to govern well, while retaining the independence required to challenge, advise and assure. That tension, between trust and distance, belonging and independence, sits at the heart of modern governance.

Drawing on my recent Master’s research examining governance effectiveness across further education, higher education and schools, alongside comparative insights from the corporate sector, this article explores what makes governance work in practice, and why governance must now be understood as a strategic, ethical and enabling function rather than a compliance exercise.

The research examined governance codes and lived governance experiences across sectors. While structures and principles are well established, recurring weaknesses emerged across organisations experiencing governance stress. These included:

• limited strategic challenge
• weak integration of risk and decision-making
• poor quality or insufficient assurance
• cultural barriers to openness and ethical escalation

These are not failures of governance design alone, but of governance practice. The evidence suggests that governance effectiveness depends less on the existence of policies and committees, and more on how governance is interpreted, applied and embedded across the organisation.

A consistent feature of effective governance was the presence of clear, trusted mechanisms that connect governance frameworks to boardroom behaviour and decision-making. In many organisations, this connective function is enabled and sustained through the governance professional, who translates governance frameworks into practical, usable board processes and assurance.

One of the strongest themes emerging from the research is the need to reposition governance as a strategic enabler. Effective governance does not sit outside strategy; it shapes, tests and strengthens it.

Where governance functions well, boards are supported to:

• focus on long-term sustainability rather than short-term compliance
• align assurance activity with strategic priorities
• build capability through evaluation, development and reflection

This enabling role relies on governance being actively facilitated, curated and continuously improved. The governance professional plays a critical role in this space, ensuring governance activity adds value rather than friction, and that boards are equipped to operate strategically rather than procedurally.

Interpreting Policy, Not Just Applying It

Governance operates within an increasingly complex policy and regulatory landscape. The research highlights that effective governance requires interpretation as well as application. Codes, guidance and statutory duties often allow discretion, judgement and proportionality.

Boards that govern well are supported to understand:

• what is mandatory versus what is good practice
• how regulatory expectations apply in their specific context
• how to balance compliance with innovation and strategic ambition

This is critical. Without it, governance risks becoming overly procedural or disconnected from organisational purpose. The Governance Professional is often central to this - providing informed, independent advice that supports boards and executives navigate complexity with confidence and clarity.

Risk, Assurance and Ethical Oversight

A recurring finding across sectors was the separation of risk from governance conversations. Risk registers exist but are not always used strategically. Assurance was frequently retrospective rather than forward-looking.

Strong governance integrates risk, assurance and ethics into decision-making. This includes:

• clear articulation and regular review of risk appetite
• meaningful assurance linked to strategic and operational risks
• transparent reporting that does not dilute difficult messages

Governance systems must also protect ethical oversight. Under pressure, organisations can unconsciously suppress challenge or soften uncomfortable truths. Where governance arrangements support independence and psychological safety, boards are better able to surface issues early and respond with integrity.

Governance as Relationship, Culture and Behaviour

The research reinforces that governance is not purely structural; it is relational and cultural. Trust, clarity of role and constructive challenge underpin effective governance.

Boards function best where:

• challenge is welcomed rather than personalised
• accountability is collective rather than defensive
• values inform decisions, not just statements

This links directly to the reflection I shared recently: governance is most effective when those supporting it are embedded enough to understand the organisation, but sufficiently independent to act as its conscience. The governance professional holds this balance - maintaining trusted relationships while preserving independence and ethical clarity.

Implications for Further Education

As FE institutions continue to operate under heightened scrutiny, governance must evolve from assurance after the fact to assurance by design. This requires:

• stronger integration of governance, risk and strategy
• greater focus on culture, behaviours and ethical leadership
• investment in governance capability and professional support

Governance cannot be effective through structure alone, recognising the importance of the Governance Professional as a key enabler of effective governance - providing continuity, assurance, and professional oversight in increasingly complex environments.

Conclusion

Governance is not sustained by frameworks alone. It is sustained by how governance is interpreted, enacted and lived across institutions.

The research demonstrates that effective governance strengthens accountability, improves decision-making and enhances organisational legitimacy. Central to this is the ability of the Governance Professional to balance independence with trust, challenge with collaboration, and compliance with purpose.

If governance is to meet the challenges ahead, it must be treated not simply as an obligation to be managed, but as a capability, and a culture, to be actively strengthened.