Governance

Governance studies the architecture of deciding: who may decide, who is accountable for it, and who must be informed without deciding themselves. It is structure, not behaviour — which is what distinguishes it from leadership.

Part 4's responsibility architecture — who decides, who is accountable, who is informed — is a direct application of governance theory to the FM organisation. Without that grounding, governance gets confused with an organisation chart or an escalation procedure, when it concerns where authority actually resides.

• Who holds the decision on contract renewal, and is that the same party assessing performance?
• Which decisions are formally delegated, and which are informally captured by whoever holds the most information?
• Is accountability a periodic ritual or a genuine mechanism for correction?

• Corporate governance codes and the RACI/RASCI toolset.
• ISO 41001:2018 — requirements on leadership and responsibilities within the FM management system.

• A regieorganisatie without clear governance confuses contract administration with decision-making: the regisseur then follows the supplier instead of representing the client.

• Governance & Contract Management

• Decision-rights architecture and escalation design

• Regieorganisatie — managing organisation / intelligent client function

  Governance is the underlying design regie runs on; without clear decision rights, regie is a delivery layer without authority.

• ISO 41001:2018.

The standards section arrives in Part 7.

• A steering group that receives information but holds no authority, still labelled 'governance'.

It remains unresolved how governance changes once FM services run through integrated IFM contracts and the client actually holds less information than the provider; classic governance models assume an information balance that does not exist there.

• OECD Principles of Corporate Governance, as a general reference frame.