Governance is not control. In SPARA, governance ensures:
• The framework is applied consistently but flexibly
• Lever ownership is distributed but aligned
• Improvements are sequenced and coordinated
• Performance conversations are anchored in shared language
Without governance, SPARA risks becoming a toolkit. With governance, it becomes a shared operating model.

2.0 Core Elements of SPARA Governance

1. Centre of Excellence (CoE)
• Sets vision for how SPARA is embedded across the organisation
• Curates toolkits, methods, training paths, and standards
• Champions cross-lever harmonisation at an enterprise level
• Reviews capability maturity and advises on systemic risks

2. Lever Owners / Lever Leads
• Each of the five core levers has an assigned senior owner
• Responsible for guiding improvements, resolving tensions, and stewarding maturity
• Works closely with other lever leads to ensure balance

3. Cross-Lever Working Groups
• Multi-disciplinary teams formed to resolve friction across levers (e.g. People + Governance or Delivery + Experience)
• Typically time-boxed or outcome-focused
• Helps the organisation learn to harmonise in motion

4. SPARA Governance Rhythm
• Monthly lever health reviews
• Quarterly harmonisation retrospectives
• Annual strategic alignment review (roadmaps, risk posture, external readiness)

3.0 Federated vs Centralised Models

SPARA governance is flexible. It supports:
• Centralised models with strong CoE oversight
• Federated models where departments or regions have autonomy
• Hybrid models where SPARA is embedded within existing governance boards

“SPARA doesn’t require new bureaucracy — it amplifies the governance you already have.”

4.0 Indicators of Strong SPARA Governance

• Lever ownership is clear and proactive
• Maturity assessments are used to inform planning, not just report status
• Cross-lever meetings are used to resolve systemic tension
• The CoE is respected as a value enabler, not an overhead