The responsibilities set out below are intended to be overarching, and transcend the specific regulatory conditions of the OfS. However, increasingly, the importance of data in informing effective governance, including UEB decision-making and business intelligence and how that feeds into key Council committees, should not be underestimated. The OfS registration conditions are built on the effective provision of data, even if we might question the value of the datasets demanded of us and what outcomes they are expected to demonstrate. Council will want to ensure it receives regular, reliable, timely and accurate information to monitor and evaluate performance against the strategic plan, but it is also required to publish accurate and transparent information on academic programmes, transparency information and value for money etc.
| Primary Responsibility | How we deliver this in practice | Related OfS registration condition(s) |
|---|---|---|
| 1. To set, and agree, the mission, strategic vision and values of the institution, with the executive. | Council approves the University Vision and Strategy, and advises the Vice-Chancellor on its shaping and revision. | Condition E2: The provider must have in place adequate and effective management and governance arrangements. |
| 2. To agree long-term academic and business plans and key performance indicators and ensure that these meet the interests of stakeholders. | Council does this in a number of ways, including through the adoption of University budgets and forecasts. It will also be monitoring a new suite of KPIs stemming from the University Strategy 2030. The extent to which Council understands the academic and corporate strategies and the plans which sit underneath is key. | Condition E2: The provider must have in place adequate and effective management and governance arrangements. |
| 3. To ensure that processes are in place to monitor and evaluate the performance and effectiveness of the institution against the strategy and plans and approved key performance indicators, which should be – where possible and appropriate – benchmarked against other comparable institutions. | Council will want to ensure it receives regular, reliable, timely and accurate information to monitor and evaluate performance against the strategic plan. This is in line with the CUC HE Code of Governance. | Condition E2: The provider must have in place adequate and effective management and governance arrangements. |
| 4. To delegate authority to the head of the institution, as chief executive, for the academic, corporate, financial, estate and human resource management of the institution. And to establish and keep under regular review the policies, procedures and limits within such management functions as shall be undertaken by and under the authority of the head of the institution. | The role of the Vice-Chancellor as ‘Accountable Officer’ is understood by Council. This is set out through a range of delegated approval and signatory activities for OfS returns, and to other bodies. Further work on the Scheme of Delegation will clarify where approvals reside, where it is not as clear as it could be. | Condition E2: The provider must have in place adequate and effective management and governance arrangements. |
| 5. To ensure the establishment and monitoring of systems of control and accountability, including financial and operational controls, risk assessment, value for money arrangements and procedures for handling internal grievances and for managing conflicts of interest. | Audit and Risk Committee has delegated responsibility in this regard, culminating in its annual report to Council, the statement on internal control, risk management reporting etc. It also oversees the work of internal and external audit. | Condition E2: The provider must have in place adequate and effective management and governance arrangements. |
| 6. To establish processes to monitor and evaluate the performance and effectiveness of the governing body itself. | Self-assessment by Council members is undertaken, along with a proposed full Council effectiveness review, which will build on the Corporate Governance internal audit review (2019). | Condition E2: The provider must have in place adequate and effective management and governance arrangements. Public Interest Governance Principle VIII: the size, composition, diversity and skills mix and terms of office of the governing body is appropriate for the nature, scale and complexity of the provider. |
| 7. To conduct its business in accordance with best practice in HE corporate governance and with the principles of public life drawn up by the Committee on Standards in Public Life. | ||
| 8. To safeguard the good name and values of the institution. | ||
| 9. To appoint the head of the institution as chief executive, and to put in place suitable arrangements for monitoring his/her performance. | ||
| 10. To appoint a Secretary to the governing body and to ensure that, if the person appointed has managerial responsibilities in the institution, there is an appropriate separation in the lines of accountability. | ||
| 11. To be the employing authority for all staff in the institution and to be responsible for establishing a human resources strategy. | ||
| 12. To be the principal financial and business authority of the institution, to ensure that proper books of account are kept, to approve the annual budget and financial statements, and to have overall responsibility for the institution’s assets, property and estate. | ||
| 13. To be the institution’s legal authority and, as such, to ensure systems are in place for meeting all the institution’s legal obligations, including those arising from contracts and other legal commitments made in the institution’s name. This includes responsibilities for Health, Safety and Security and Equality, Diversity and Inclusion. | ||
| 14. To receive assurance that adequate provision has been made for the general welfare of students. | ||
| 15. To act as trustee for any property, legacy, endowment, bequest or gift in support of the work and welfare of the institution. | ||
| 16. To ensure that the institution’s constitution is always followed, and that appropriate advice is available to enable this to happen. | ||
| 17. To promotes a culture which supports inclusivity and diversity across the institution | ||
| 18. To maintain and protect the principle of academic freedom as enshrined in freedom of speech legislation. | ||
| 19. To ensure that all students have opportunities to engage with the governance of the institution |