Responsibilities of Board of Governors

Responsibilities of the Board of Governors

• Summary of responsibilities

  The Chair

  • Leads the Board
  • Performance manages the Vice-Chancellor through appraisal and (with Remuneration Committee) his/her pay
  • Acts under delegated authority
  • Encourages and supports the Vice-Chancellor. Acts as a "sounding board".

  The Governors

  • Hold the Executive to account at full Governors' meetings
  • Examine detail in Sub Committees and report back to the full Governors' meeting as part of the process of holding to account
    • Bring specialist expertise that can both assist the executive and be used to test their decision-making
    • Bring independent view to senior appointments
    • Fulfil appeals role in Human Resource processes.

  Overlap of responsibilities

  • Setting the Strategic Direction
  • Representing the University
  • Accepting responsibility for effectiveness
  • Accepting responsibility for the budget
  • Dealing with Stakeholders
  • Maintaining communication with Governors both individually and collectively.

• Standards of governance and effectiveness of governors

  Board members are holders of public office. Working with the Vice-Chancellor as Chief Executive, they share ultimate and collective responsibility for the conduct of the business of the University. All appointed Board members – staff, students and lay Governors – have a public duty to observe the highest standards of corporate governance in exercising that responsibility.

  Good governance depends on sound decision making. To be effective, Governors need a good working knowledge of the University, of its history and of its place within the higher education system and the wider community. Governors also need to know what is expected of them collectively and particularly where individually the expectation has a legal basis to it, and Governors could be held accountable for their acts and/or omissions.

• Time commitment from governors

  • The initial appointment is one year, which is extendable to three years by mutual consent. You may also be re-appointed for a second term
  • Governors should be willing to devote 15-20 days per year. This includes six Board meetings, four-six committee meetings, two strategic away days, training and induction as required, and occasional invitations to corporate functions such as graduation ceremonies
  • This is an unpaid, non-executive role
  • Expenses are provided for care allowance, travel and subsistence in relation to duties undertaken as a consequence of Board membership
  • The Board encourages, supports and values diversity and welcomes nominations from all sections of the community. Nominations are particularly welcome from ethnic minority people who are currently under-represented on the Board.

• Equality and Diversity Statement

  The Middlesex University Statement of Diversity (August 2018) sets out that: “Diversity is respected, embraced and promoted at Middlesex University. It is an integral part of who we are and what we stand for, both as a university committed to educating the next generation of diverse leaders, makers and shapers, and as a voice in public affairs”.

  In support of this Statement, the University Strategy and governance good practice as specified through the HE Code of Governance, the Board of Governors is committed to ensure that Board recruitment pro-actively supports diversity. A diverse board is more likely to contain a broader range of skills, knowledge and experience than one which is more narrowly based, and consequently will contribute to more effective governance. Creating a diverse board can also help to increase accountability and stakeholder confidence.

  The Board will seek to ensure that the diversity of the Board is taken into account during recruitment, as well as that, collectively, the membership of the Board provides an appropriate range and balance of skills, knowledge and experience.