Model of Governance
The specific responsibilities of the governing body are set out in the following documents:
Governors' 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
Executive responsibilities
The Vice Chancellor
- Leads the organisation
- Answers to the Chair and the Governors
- Acts under explicit delegations
- With the Executive Team develops the strategic approach
The Executive Team
- Ensure delivery of the University's mission
- With the Vice-Chancellor develops the strategic approach of Middlesex University
- Individually carry out specific responsibilities determined by the Vice-Chancellor.
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.
How much time governors need to devote to their responsibilities
The Board meets four times a year. Each meeting lasts approximately two and a half hours. In order to ensure effective and efficient discharge of University business it is important that Board members attend meetings on a regular basis. A record of attendance is kept. In addition, an annual residential away event which commences late afternoon on the first day and finishes at lunchtime in the second day is usually held. Governors are also assigned to committees which meet at varying intervals in the year. Governors may also be asked to serve on ad hoc advisory groups/short term working groups or may be asked to chair or to serve on panels concerned with later stages of staff/student appeals.
Governors receive invitations to a range of academic events, such as inaugural lectures, ceremonies such as graduation and social occasions. These provide opportunities for Governors to interact with staff and students outside the formal committee meeting structure. The presence of lay Governors at such events is a valued part of their role.
In accepting an appointment to the Board, Governors are expected to play as full a part as they are able to in the University’s internal life and to act as ambassadors in their various external networks. It is important that Governors understand this expectation and its purpose. Their involvement in the life of the University beyond the Board and committee structure is intended to enhance their effectiveness as Governors, not to provide a means of intervening with the institution’s day-to-day management, which the responsibility of the Vice-Chancellor.
In summary, Governors should be willing to devote 12 to 15 days per year to discharge their role effectively.
