FT governance enthusiasm has given way to indifference

Back in 2004 foundation trust trailblazers worked hard to recruit members and governors, devoting time and money to demonstrate they were talking with their communities and developing robust governance structures.

While non-executive directors are left in no doubt about their wide ranging responsibilities, the job description for governor is amorphous

Five years on much of the initial enthusiasm appears to have waned, while resources have inevitably tightened.

But there is a deeper problem. There is strong anecdotal evidence that governors struggle to define a clear role for themselves. While non-executive directors are left in no doubt about their wide ranging responsibilities, the job description for governor is amorphous. Beyond approving appointments they are largely left with offering support and opinions and communicating with members and partners.

The idea of a board of governors is laudable but if posts are uncontested, turnout is poor and the mission unclear their credibility is at risk.

As foundation trusts become the norm rather than the exception the time may be right to review the present arrangements to determine if they are the best way to connect trusts with their communities.