Dan Tinkler, our Consultant, Governance and Strategic Transformation, discusses ‘five key themes that stood out’ at the Forum, concluding that there is a “shift away from governance defined primarily by structure and compliance, towards one grounded in culture, capability and purpose.”

The Irish Higher Education Governance Forum 2026 took place on 20 May at the National College of Ireland, co-chaired by Aaron Porter (Advance HE, Associate Director Governance) and Dr Marian O’Sullivan (Advance HE Governance Associate). It brought together sector leaders, practitioners and governors to reflect on how governance is evolving in response to financial pressures, societal expectations and rapid technological change. Across contributions from university leaders, sector representatives and governance specialists, a clear theme emerged: the future of higher education governance will depend less on rigid models and more on adaptive, values-driven leadership that draws on the best of multiple traditions.

Set against a backdrop of constrained public funding, growing participation and the accelerating impact of artificial intelligence, the discussions highlighted both the complexity and the opportunity facing Irish higher education institutions (HEIs). Five key themes stood out.

1. Governance in an era of constraint and accountability

Paul Johnston, Director General of the Irish Universities Association (IUA), set the tone by emphasising the increasing importance of demonstrating value for money. With government funding under pressure, universities are required to diversify income sources, including partnerships with bodies such as IBEC and the National Training Fund.

In this context, governance is not simply about stewardship; it is about assurance and credibility. “Best in class” governance is no longer aspirational – it is essential. Institutions must evidence that they are using resources effectively to deliver both public and economic value. This aligns closely with Advance HE’s wider emphasis on governing for public value, where institutional autonomy is balanced with accountability to stakeholders and society.

At the same time, the implementation of the HEA Act has provided greater clarity of roles and responsibilities across governing authorities. While this has strengthened accountability frameworks, it has also placed additional pressure on smaller teams tasked with meeting heightened expectations. The challenge now is ensuring that compliance does not crowd out strategic thinking.

2. Leading through perpetual change

Claire McGee, CEO of the Technological University Association (TUA), captured the prevailing environment succinctly: “The new constant for the sector is a state of crisis and change.” This insight resonates widely across higher education systems globally.

For governing bodies, this raises a fundamental question: how do you develop long-term strategy in an environment defined by uncertainty? McGee’s answer was both practical and strategic – define success clearly and work backwards. This approach reflects a growing shift in governance from reactive oversight to intentional, outcomes-based leadership.

Importantly, McGee also highlighted the dual responsibilities of governance: ensuring robust compliance while enabling forward-looking strategy. Effective governance must therefore balance assurance with agility. It must create the conditions – through culture, skills and behaviours – for institutions to innovate while remaining accountable.

3. Purpose, place and the challenge of differentiation

Ireland’s higher education system is marked by strong regional mandates and a commitment to social impact. Nowhere was this more evident than in discussions about technological universities and newer institutions.

With 29 campuses and around 100,000 students, TUA represents the scale and ambition of this mission. Yet, as Claire McGee noted, relatively homogeneous funding streams create challenges in differentiating institutional identity. This raises important governance questions about how institutions articulate their distinct contribution.

The imperative to communicate value – ‘invest in us, because we can deliver’ – requires governing bodies to engage more actively with institutional narrative and positioning. This includes ensuring that mission, strategy and resource allocation are aligned.

At the same time, there is recognition that impact in higher education is often generational. Governing bodies must therefore adopt a long-term perspective, resisting the pressure to demonstrate immediate returns while still evidencing progress.

4. Inclusion, access and data-informed decision-making

Gina Quin, outgoing President of the National College of Ireland (NCI), brought a powerful perspective on inclusion and widening participation. Despite Ireland’s overall high participation rates – approaching 70% – significant disparities remain at a local level. In some communities, access to higher education is still below 10%.

For NCI, governance has been deeply connected to its social mission. As an independent not-for-profit institution with a voluntary governing body, it has prioritised inclusivity, expansion and community impact. The past decade has seen significant physical growth, underpinned by a clear strategic vision.

A key enabler of this progress has been data-driven decision-making. Quin highlighted the importance of using data not only for internal insight but also to build external confidence – whether among funders, partners or stakeholders. This reflects a broader trend across the sector: data is increasingly central to governance, supporting assurance, informing strategy and enabling transparent communication.

5. Learning from other sectors: towards hybrid governance models

A central theme of the forum was the opportunity for higher education to learn from governance practices in other sectors. As I reflected in my contribution, higher education governance is inherently hybrid – balancing academic, corporate and public accountabilities.

However, there is significant potential to go further by adopting and adapting innovative practices from elsewhere:

• Corporate sector: the use of skills-based boards, strong committee structures and independent challenge can enhance effectiveness and decision-making.
• Charity sector: a focus on purpose, values and inclusion supports more holistic and ethically grounded governance.
• Public sector: robust accountability frameworks, audit and risk management, and transparency mechanisms reinforce trust.
• Health sector: integrated governance models, board assurance frameworks and data-led oversight offer powerful tools for managing complexity.

The key insight is not that higher education should emulate any one model, but that it should draw selectively from each. As the sector navigates increasing complexity, this blended approach offers a way to strengthen governance without losing its distinctive character.

Next steps

The Irish HE Governance Forum 2026 reinforced that governance is being reshaped by complexity, uncertainty and rising expectations – yet these challenges closely align with the themes identified in Advance HE’s Shaping the Future of HE Governance. Both point to a shift away from governance defined primarily by structure and compliance, towards one grounded in culture, capability and purpose. Effective governance increasingly depends on strong relationships, constructive challenge and a clear sense of institutional mission, particularly as institutions balance financial pressures with their broader societal role.

“In the context of a changing, and at times challenging policy and funding environment, Irish higher education institutions are continuing to develop and enhance their governance. The changes from the Higher Education Authority Act 2022 in particular have undoubtedly proven to be a moment of significant maturity and the implications and opportunities arising from this legislation now shape practice. Discussions focussed on the need to ensure that the 3 fundamental pillars of governance namely process, impact and culture are given the appropriate degree of attention and emphasis.” – Aaron Porter, Associate Director Governance

There is also a shared emphasis on becoming more strategically focused and future-oriented. As highlighted at the Forum, governing bodies must define success and work backwards in an uncertain environment – an approach that aligns with our own call for more proactive, agile and forward-looking governance. Data-informed decision making, transparency and the ability to articulate impact are now critical, both to build stakeholder confidence and to secure investment in a constrained funding landscape.

Ultimately, both the Forum and Advance HE’s wider work suggest that the future of higher education governance in Ireland and globally will not be shaped by a single model, but by a more integrated and adaptive approach. This means blending insights from different sectors, investing in board capability and diversity, and maintaining a strong focus on purpose and public value. Governance, in this context, is not just about oversight – it is about actively shaping institutional futures in a collaborative and intentional way.