Background: The value of people with disability being involved in the decision-making and governance of community organisations is increasingly being recognised. This paper reports on research that aims to understand governance models that promote the recruitment, decision-making, and leadership of people with intellectual disability. Method: A descriptive phenomenological analysis of 27 semi-structured interviews was conducted. The participants were board members with intellectual disability (n = 5), board members with a disability other than intellectual (n = 6), board members without disability (n = 4), senior management staff (n = 8), and board support people (n = 4). Results: Five themes emerged from the data. These themes reflect the impact of inclusion, pathways of skill development, accessibility requirements, the provision of skilled support, and the concerns that create a barrier to inclusion. Conclusion: Inclusive governance appears to work best when organisations value and commit to inclusion, setting up skill development pathways to governance roles, with accessible practices and individualised support.