Governance GOVN

Defining and operating frameworks for decision-making, risk management, stakeholder relationships and compliance with organisational and regulatory obligations.

Revision notes

Updates for SFIA 9

Theme(s) influencing the updates for this skill: Making SFIA easier to consume (enhance readability/guidance/descriptions), Making SFIA easier to consume (updates to skill name/skill description).
Content and/or readability changes have been made to level 7.
You can move to SFIA 9 when you are ready - SFIA 8 skill descriptions will still be available to use.
Previous SFIA assessments or skills mapping are not impacted by this change.

Guidance notes

Governance can be applied to specific activities or may be a single integrated framework across an organisation.

Specialisms include, but are not limited to, security, information, technology, architectures, enterprise IT and service management.

An organisation’s obligations may be external or internal including, but not limited to: legislative, regulatory, contractual and adherence to agreed standards/policies or ethical frameworks.

Activities may include, but are not limited to:

defining and operating the system of rules, practices and processes by which an organisation makes decisions, manages stakeholders’ relationships and identifies legitimate authority
integrating risk management into governance frameworks to support informed decision-making
determining how to direct, evaluate and monitor an organisation’s activities
developing and operating strategic and operational frameworks, policies, decision-making, business processes and plans to meet stakeholder requirements
ensuring alignment between governance practices and organisational strategy
establishing and maintaining governance committees and reporting structures.

Governance is explicitly referenced in many SFIA skills. Professionals may contribute specialist knowledge to governance processes, reviews and developments, but that does not imply they need the SFIA skill of Governance.

Understanding the responsibility levels of this skill

Where lower levels are not defined...

Specific tasks and responsibilities are not defined because the skill requires a higher level of autonomy, influence, and complexity in decision-making than is typically expected at these levels. You can use the essence statements to understand the generic responsibilities associated with these levels.

Where higher levels are not defined...

Responsibilities and accountabilities are not defined because these higher levels involve strategic leadership and broader organisational influence that goes beyond the scope of this specific skill. See the essence statements.

Developing skills and demonstrating responsibilities related to this skill

The defined levels show the incremental progression in skills and responsibilities.

Where lower levels are not defined...

You can develop your knowledge and support others who do have responsibility in this area by:

Learning key concepts and principles related to this skill and its impact on your role
Performing related skills (see the related SFIA skills)
Supporting others who are performing higher level tasks and activities

Where higher levels are not defined...

You can progress by developing related skills which are better suited to higher levels of organisational leadership.

Click to learn why SFIA skills are not defined at all 7 levels.

Show/hide extra descriptions and levels.

Levels of responsibility for this skill

Level 1

Level 1 - Follow: Essence of the level: Performs routine tasks under close supervision, follows instructions, and requires guidance to complete their work. Learns and applies basic skills and knowledge.

Level 2

Level 2 - Assist: Essence of the level: Provides assistance to others, works under routine supervision, and uses their discretion to address routine problems. Actively learns through training and on-the-job experiences.

Level 3

Level 3 - Apply: Essence of the level: Performs varied tasks, sometimes complex and non-routine, using standard methods and procedures. Works under general direction, exercises discretion, and manages own work within deadlines. Proactively enhances skills and impact in the workplace.

Level 4

Level 4 - Enable: Essence of the level: Performs diverse complex activities, supports and guides others, delegates tasks when appropriate, works autonomously under general direction, and contributes expertise to deliver team objectives.

Level 5

Level 5 - Ensure, advise: Essence of the level: Provides authoritative guidance in their field and works under broad direction. Accountable for delivering significant work outcomes, from analysis through execution to evaluation.

Governance: Level 6

Level 6 - Initiate, influence: Essence of the level: Has significant organisational influence, makes high-level decisions, shapes policies, demonstrates leadership, promotes organisational collaboration, and accepts accountability in key areas.

Implements the governance framework to enable governance activity to be conducted.

Within a defined area of accountability, determines the requirements for appropriate governance reflecting the organisation's values, ethics, risk appetite and wider governance frameworks. Communicates delegated authority, benefits, opportunities, costs and risks.

Leads reviews of governance practices with appropriate and sufficient independence from management activity.

Acts as the organisation's contact for relevant regulatory authorities and ensures proper relationships between the organisation and external stakeholders.

Governance: Level 7

Level 7 - Set strategy, inspire, mobilise: Essence of the level: Operates at the highest organisational level, determines overall organisational vision and strategy, and assumes accountability for overall success.

Directs the definition, implementation and monitoring of the governance framework to meet organisational obligations under regulation, law, or contracts.

Provides leadership, direction and oversight for governance activities. Integrates risk management into frameworks, aligning with strategic objectives and risk appetite.

Secures resources required to execute activities to achieve the organisation’s governance goals with effective transparency.

Provides assurance to stakeholders that the organisation can deliver its obligations with an agreed balance of benefits, opportunities, costs and risks.