The structures that support the people in governance. Practical frameworks built for how organisations actually work.
The Role of Frameworks
Directors and council members work at the nexus between management and key stakeholders. Their governance role includes setting the organisation's strategy, risk tolerance, policy and culture, while management executes day-to-day operations.
A governance framework provides the structure that makes this relationship clear, consistent and repeatable. It defines who does what, how decisions are made, what gets reported, and how the framework itself is reviewed and improved.
Frameworks can span all governance, or focus on specific elements such as risk governance, IT governance or cyber governance. Great frameworks provide clarity on how stakeholders, governance and management roles work together so the organisation can meet its mission and objectives effectively.
"Governance is defined as the rules, relationships, and processes that direct and control an organisation." Justice Owen, HIH Royal Commission
The key word in that definition is relationships. Frameworks that focus only on rules and processes miss the most important element: the people who make governance work.
Framework Elements
Frameworks should balance the interests of the organisation as a whole, including shareholders, funders, members, customers, workforce, suppliers, the environment and the community it serves. To do this they typically address eight core elements:
Which policies or compliance obligations the framework supports and the overarching intent behind it.
How the framework sits within the broader governance architecture, including board and management committees and scope boundaries.
The various roles, expectations and delegated authorities. Who is accountable, who is responsible, who needs to be consulted or informed.
How the organisation's values are applied in the context of the framework. The behavioural expectations that guide decision-making.
What needs to be undertaken to support the intent of the framework. The operational mechanics that turn principles into practice.
What needs to be monitored and reported to provide effective oversight. The information flows that keep governance informed.
How, when and what gets reviewed to ensure continual improvement and that the framework remains fit for purpose.
What should be communicated to relevant stakeholders. How the framework's intent and requirements are understood across the organisation.
Why This Matters
Poor governance can lead to unchecked power imbalances, mismanagement, unwanted surprises, lack of agility and resilience, ultimately leading to adverse outcomes for all stakeholders.
The organisations I work with often have governance frameworks in place, but they are not working as intended. Common patterns include:
It was written, approved by the board, and filed. Nobody refers to it in practice and it has not been updated in years.
Accountability is ambiguous. The boundary between governance and management is blurred, leading to either overreach or under-oversight.
The board receives volumes of information but lacks the specific insights needed to exercise effective oversight and make informed decisions.
The organisation has changed, but the framework has not kept pace. Structures, committees, delegations and processes no longer match how things actually work.
If any of these sound familiar, the framework is not serving its purpose. The good news is that these are solvable problems, and the solutions do not need to be complex.
My Approach
I do not build frameworks in isolation and hand them over as a finished document. The most effective frameworks are co-designed with the directors, council members, executives and managers who will operate within them.
This collaborative approach achieves two things: it produces a framework that reflects how the organisation actually works, and it builds ownership and understanding across the people who need to make it work.
Whether the engagement is building a new governance framework from scratch, reviewing and refreshing an existing one, or developing a specific governance element such as a risk governance framework or IT governance structure, the process is practical and outcome-focused.
I work with organisations across state and local government, peak bodies, not-for-profits, utilities, financial services and private enterprise. The governance structures differ, but the fundamentals of great frameworks are consistent: clarity of purpose, clear roles, practical processes, and a genuine focus on the people who make governance work.
"Insights and clarity on the processes of our decision making that has led to some much better discussions and outcomes for the Agency." Deputy Director General, State Government Department
Reach out for an obligation-free conversation about how we can review, refresh or build a governance framework that genuinely supports your organisation.
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