Primary Responsibilities of the Board of Governors | Middlesex University London
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    Primary Responsibilities of the Board of Governors

    The Board of Governors is made up of inspiring and high-achieving individuals from the world of business, media, trade and industry, academic research, and from across all backgrounds and ages. They play a significant role in the success of Middlesex University. Below is an official charter of their primary responsibilities.

    The Board of Governors is the governing body as prescribed by the University's Instrument of Government. Its primary responsibilities are set out in section 3.1 of the Articles of Government namely:

    1. The determination of the educational character and mission of the University and for oversight of its activities
    2. The effective and efficient use of resources, the solvency of the University and the Corporation and for safeguarding their assets
    3. Approving annual estimates of income and expenditure
    4. Approving the annual audited accounts
    5. The appointment, grading, suspension, dismissal and determination of the pay and conditions of the Principal, the Clerk to the Board of Governors, and other such senior posts as the Board of Governors may determine. Setting a framework for the pay and conditions of all other staff.

    The Board also has responsibilities under various legislation, which may not be fully reflected in the Articles, particularly:

    1. 1988 Education Reform Act, particularly section 124, which sets out the powers of Higher Education Corporations
    2. 1992 Further and Higher Education Act, particularly section 71, which amends and extends section 124 of the 1988 Education Reform Act in respect of the powers and obligations of Corporations, and section 76, which gives Corporations the power to award degrees and associated awards
    3. Health and Safety at Work Act 1974 which sets out the responsibilities of the Board for the health and safety of staff, students and visitors, and to ensure that there is a written statement on health and safety
    4. Education Act 1994 which sets out the responsibilities of the Board in respect of Students' Unions
    5. Equality Act 2010 which bans unfair treatment and helps achieve equal opportunities in the workplace and in wider society
    6. The Board must also comply with the terms of the financial memorandum with HEFCE and take account of guidance from CUC

    Bringing together all the above, the responsibilities of the Board are:

    1. The determination of the mission and educational character of the institution
    2. The oversight of all its activities (including academic activities)
    3. The strategic direction of the institution, through approval, monitoring and review of the strategic (i.e. corporate) and operational plans
    4. Ensuring the financial health and solvency of the institution and the safeguarding of the estate and other assets
    5. Ensuring the efficient and effective use of resources
    6. The approval of the medium term financial strategy and annual estimate of income and expenditure (the annual budget)
    7. The monitoring of financial performance against budget
    8. The review and approval of the annual accounts and financial statements
    9. Ensuring that funds provided by the HEFCE and the other funding bodies are used in accordance with the financial memorandum or similar obligations
    10. Ensuring the existence of an effective internal control framework
    11. Direction and oversight of audit arrangements
    12. Employment policy
    13. The promotion of equality of opportunity in employment, and the delivery of educational and other services on a non-discriminatory basis
    14. The appointment, appraisal, and if necessary, discipline, suspension and dismissal of senior post-holders
    15. The conduct and financial affairs of the Students' Union
    16. The health and safety of staff, students and visitors to the University
    17. As the final appeals body in the event of the expulsion of students or dismissal of staff

    More generally the Board of Governors is seen in governance terms as presiding over a community of stakeholders. This means that the Board should be satisfied at the ways in which the internal community is regulated, and that good order is being maintained in the interests of all stakeholders.

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