The Strategic Responsibilities of Governing Bodies Andrew Wilkinson Chair, Board of Governors, University of Wales, Newport and Chair of Chairs of Higher Education Wales (CHEW)

PRINCIPAL RESPONSIBILITIES A Board of Governors has Primary Responsibilities which the Board reserves to itself to discharge. It also has Secondary Responsibilities.

PRIMARY RESPONSIBILITIES To determine the educational character and approve the Mission and strategic vision of the institution. To approve its long term academic and business plans. To ensure that the key performance indicators meet the interests of stake holders.

PRIMARY RESPONSIBILITIES The Board measures financial performance and must receive early warning of financial concerns and ensure the solvency of the University, it has –To approve the annual estimates of income and expenditure. –To approve the annual budget and financial statements.

PRIMARY RESPONSIBILITIES To have overall responsibility for the institution’s assets, property and estate.

PRIMARY RESPONSIBILITIES To appoint a Vice-Chancellor as Chief Executive. To appoint a Clerk to the Board of Governors. To put in place suitable arrangements for monitoring their performance.

PRIMARY RESPONSIBILITIES To ensure that the institution’s Instrument and Articles of Government, together with Standing Orders, are followed at all times. To ensure that appropriate advice is available for this to happen. To ensure that the varying or revoking of the Instrument and Articles is subject to statutory approval.

OTHER PRIMARY RESPONSIBILITIES In consultation with the Academic Board - to make such provision as it thinks fit for the general welfare of students. To ensure that the Students’ Union operates in a fair and democratic manner and is financially sustainable.

OTHER PRIMARY RESPONSIBILITIES To ensure that the institution is proactive in discharging responsibilities for the health and safety of employees, students and visitors to the campuses and any other domains (such as practice placements) where learning and teaching is discharged.

OTHER PRIMARY RESPONSIBILITIES To ensure that non-discriminatory systems are in place to provide equality and diversity opportunities for staff and students. To act as trustee for any property, legacy, endowment, bequest or gift in support of the work and welfare of the institution.

OTHER PRIMARY RESPONSIBILITIES To conduct its business in accordance with best practice in higher education corporate governance and with the principles of public life drawn up by the Committee on Standards in Public Life. To safeguard the good name and values of the institution.

SECONDARY RESPONSIBILITIES Audit & Risk To ensure the establishment and monitoring of systems of control and accountability, including financial and operational controls and risk assessment. To appoint auditors and oversee procedures for handling internal grievances and for managing conflicts of interest.

SECONDARY RESPONSIBILITIES Audit and Risk To establish processes to monitor and evaluate the performance and effectiveness of the Board of Governors and its sub-committees.

SECONDARY RESPONSIBILITIES Estates, Infrastructure and Financial Sustainability To approve student tuition and other fees payable to the Institution within the overall framework for such fees that may be from time to time in force within Wales.

SECONDARY RESPONSIBILITIES Estates, Infrastructure and Financial Sustainability To ensure processes are in place to monitor and assure the Board that the Institution discharges responsibilities to the Higher Education Funding Council for Wales, e.g. the Financial Memorandum.

SECONDARY RESPONSIBILITIES Estates, Infrastructure and Financial Sustainability To oversee planning process. To ensure processes are in place to monitor and evaluate the performance and effectiveness of the Institution against the plans and approved key performance indicators.

SECONDARY RESPONSIBILITIES Nominations and Constitution To be responsible for appointing members of the committees and sub-committees of the Board of Governors, other than the Academic Board.

SECONDARY RESPONSIBILITIES Human Resources and Organisational Development To be responsible for establishing a human resources strategy and a framework for the pay, conditions and welfare of other staff.

SECONDARY RESPONSIBILITIES Remuneration To be responsible for approving the remuneration of senior staff.

SECONDARY RESPONSIBILITIES Oversee the work of the Chief Executive (the Vive-Chancellor) Who will – Exercise executive authority for the academic, corporate, financial, estate and human resource management of the institution.

SECONDARY RESPONSIBILITIES Oversee the work of the Chief Executive (the Vice-Chancellor) Who will – As Chief Accounting Officer of the University, the Vice-Chancellor will monitor the financial and business regulations of the Institution, to ensure that proper books of account are kept.

SECONDARY RESPONSIBILITIES Oversee the work of the Chief Executive (the Vice-Chancellor) Who will – Monitor the institution’s legal processes and, as such, to ensure that systems are in place for meeting all the Institution’s legal obligations, including contracts and other legal commitments.