Role Description of Governor
The Business of the University
Governors have a responsibility for ensuring the Governing body exercises control over the strategic direction of the University, through an effective planning process and that the performance of the University is adequately assessed against the objectives which the Governing body has approved. Specific areas of focus are as follows.
Strategic Planning
Governors are important contributors to the strategic planning process. Their role is to contribute ideas to constructively challenge and to review the strategy as it is developed by the Offices of the Vice-Chancellor. Governors are responsible for considering and approving the University’s strategic plan before it is submitted to the funding bodies.
Monitoring Performance
Governors scrutinise the performance of the Offices of the Vice-Chancellor in meeting planned strategies and operational targets, and monitor the reporting of their performance. Governors should also ensure that targets and benchmarks used for assessing performance are appropriate to the mission and character of the University
Finance and Audit
Governors’ key financial responsibilities for the University are:
- Ensuring the solvency of the institution and safeguarding its assets;
- Assessing the financial strategy;
- Approving annual operating plans and budgets;
- Ensuring the quality and integrity of financial control systems and monitoring these through the detailed work of Audit and Planning and Resources Committees;
- Receiving and approving annual accounts; and
- Directing and overseeing the institution’s arrangements for internal and external audit.
Risk
Governors need to satisfy themselves that the systems and processes for identifying and managing key risks to the institution are robust and defensible. They should monitor the effectiveness of these systems regularly. This includes both financial and operational risks.
Employment and Staffing
The governing body is responsible for the University’s employment policy and governors need to ensure that employment matters, although delegated, are fairly and properly determined.
Estate Management
Governors oversee the strategic management of the Institution’s land and buildings. They consider, approve and keep under review an estate strategy which identifies the property and space requirements of the strategic plan and how these will be met, and provides for a planned maintenance programme.
Students’ Union
Governors are required by law “to take such steps as are practicable” to ensure that the Students’ Union operates in a fair and democratic manner and is accountable for its finances.
Health and Safety
The Board of Governors carry the ultimate responsibility for the health and safety of employees, students and other individuals while they are on the institution’s premises and in other places where they may be affected by its operations. The governing body’s duties include ensuring that the institution has a written statement of policy on health and safety and arrangements for the implementation of that policy.
Time Commitment
The governing body meets no fewer than three times a year usually on a Thursday evening. It is important that Governors attend and contribute to these meetings. The Board also holds an “away day” session each year to debate key strategic issues in more detail.
In addition to the main Board of Governor meetings, there are a number of sub-committees which Governors are usually members of. These committees meet usually on a Thursday evening, between three to six times a year, depending on the committee. There are no committee meetings held in August.
The University also has a number of wholly owned subsidiary companies and Governors may occasionally be invited to join the board of these companies.
Governors may also be asked to participate in Staff and Student Disciplinary Appeal Committees. These committees are held as and when required but are normally held during the working week.
Governors are also encouraged to attend key University functions such as attending or chairing degree ceremonies, attending Degree Shows, Open Days and other social activities.
Terms of Office
The term of office for a Governor is usually three years with an opportunity to seek re-appointment. Governors are encouraged to understand the academic work and profile of the University. Governors may also be asked to become a Chair or Deputy Chair of a Committee, a lead governor for a particular area of the University or a mentor/mutually support another member of the Board.
Insurance
The University procures a Governors’, Directors’ and Officers’ insurance indemnity policy which indemnifies governors collectively and individually against claims or actions consequent upon decision taken in the capacity of Governor.
Remuneration
Governors are not remunerated for their appointment at this juncture.
Training
Governors will be provided with induction training to prepare them for their role of Governor and to ensure they understand their responsibilities. This training will also detail how the University operates and how decisions are made.
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Person Specification of a Governor
The Nominations Committee of the Board of Governors is responsible for identifying and recruiting Governors and making recommendations for appointment to the Board. The Nominations Committee considers a skills mix for the Board of Governors and bears this in mind when recruiting. However, there are generic attributes that are sought in all prospective governors. Governors should:
- question intelligently, debate constructively, challenge rigorously and decide dispassionately, and they should listen sensitively to the views of others, inside and outside of meetings of the governing body
- be able to evaluate and monitor the work of the University in a constructively critical fashion, without breaching the boundaries between governance and management
- at all times act fairly and impartially, in the interests of the University as a whole, using independent judgement and maintaining confidentiality as appropriate
- be able to interact between the University community and the wider community (regionally, nationally or internationally) which we serve. Governors should not however act as spokesperson for any sectional interests
- have an interest in the University’s mission and strategic goals and a commitment to higher education
- demonstrate their involvement in striving towards continuous improvement
- have experience of operating at a strategic level
- be able to operate as a member of a team
- be able to attend regular meetings of the Board and its sub-committees
- be prepared to undergo induction and ongoing training which is appropriate for the role
- attend, or chair as appropriate, congregation ceremonies
- have a commitment to equal opportunities.
