How good governance strengthens awarding organisations

Strong governance sits at the heart of every successful awarding and end-point assessment organisation. It gives leaders clarity, supports good decisions and keeps the focus on learners. Through our conversations with experienced trustees, chief executives and governance specialists, we’ve gathered practical advice on what helps boards thrive and where the risks often arise.

Their insight shows how good governance is shaped by people, relationships and everyday choices.

What does an effective board look like?

Sector experts describe an effective board as one that brings openness, accountability and a mix of perspectives. You see this through:

• A clear shared purpose and a willingness to question, explore and support.
• People with different strengths who help shape the organisation’s direction without stepping into day-to-day operations.
• The confidence to ask the right questions at the right time.

As one contributor put it:

“I’ve had experiences where I’ve questioned: ‘Do the board need to know this?’ If you’re asking that question, they probably do need to know.”
James Stockdale, Chair of the OCN London Board

An effective board also looks ahead. It doesn’t wait for challenges to surface. It pays attention to emerging needs and supports the executive team to prepare for them.

What are the risks of ignoring effective governance?

When governance falls short, the consequences can touch every part of the organisation.

Regulators look not only at purpose but also at how decisions are made and how the board shapes strategy. Gaps in governance can weaken confidence, slow progress and leave leaders exposed to risks that could have been prevented.

Conflicts of interest are common in a close-knit sector. Many organisations balance commercial pressures with charitable aims, and it takes clear judgement to navigate both without losing sight of learners.

“I think there are some interesting dichotomies between being a registered charity with charitable objectives and the inherent commercial aspect of the work that we do.”
Carlos Cubillo-Barsi, OCN London

Strong governance ensures tensions are recognised early, discussed openly and managed with care.

How strong governance shapes a successful board

Experts agree that strong boards build a culture where people feel able to question assumptions, share concerns and offer fresh ideas. Diversity of background, lived experience and tenure strengthens that culture.

A healthy board also plans for the future by developing people, widening opportunities and building a pipeline of talent. One practical step is to bring promising candidates into subgroups or committees so they can learn, contribute and grow in confidence.

“A lot of us go for experience, but it’s a kind of chicken and egg thing, isn’t it – how do you get experience without having been on a board?”
Alan Woods OBE, CEO of VTCT Skills

Good governance isn’t static. It needs regular reflection and a willingness to grow.

Read more: What makes a good trustee?

How diversity supports better governance and decisions

Diversity strengthens decision-making. It moves boards away from groupthink and towards evidence-led choices grounded in real experience. This is especially important in a sector where learner populations are broad and changing.

Diversity includes expertise, lived experience and ways of thinking. When boards create space for different voices, they unlock ideas that may otherwise be missed. A diverse board also mirrors the communities and learners they serve, which supports better decisions on policy, quality and long-term direction.

Regular review of skills, gaps and future needs helps keep diversity active and meaningful.

Read more: Why cross-sector board appointments strengthen governance: Insights from Kim Caplin’s journey

Practical governance advice from sector leaders

Sector leaders shared clear, practical guidance for anyone looking to strengthen governance:

“It is about having the different skill set on that board that can input into the whole mission of the organisation.”
James Stockdale, Chair of the OCN London Board

“Everything that colleagues have said, but also to look 12 to 24 months ahead, do your planning early!”
Emma Hoare, NCFE

One leader also shared how open recruitment strengthened their board:

“Coming from an established organisation, I think for me it’s agree your strategy, undertake a skills gap, and get on the phone to Peridot!

Working with a recruitment agency was sort of transformative. I think only being the Chief Exec for 18 months, my understanding was that trustees were selected almost with favour of who knows who, as opposed to any formalised procedure. That casts the net much wider than immediate networks, so we managed to get people from a top four accounting firm, for example, and their input has improved our board tremendously.”
Carlos Cubillo-Barsi, OCN London

Read more: Five tips for non-executive director recruitment