1. What idiot decided that...?
Gerry Webber
University Secretary
Edinburgh Napier University

2. Outline The formal position How it looks and feels
Issues for staff members: who, what & how?
Insiders and outsiders: the bigger picture
Some global trends in governance
Some practical considerations
Striking the balance

3. The formal position (i) CUC Guide... 2009 Part II Para 2.9
Corporate Decision Making
The governing body should exercise its responsibilities in a corporate manner; that is to say, decisions should be taken collectively by all of the members acting as a body. Members should not act individually, or as representatives of a constituency or in informal groupings, to take decisions on governing body business on an ad hoc basis outside the constitutional framework of the meetings of the governing body and its committees.

4. The formal position (ii) CUC Guide... 2009 Part II Para 2.24
Members as Representatives
Members nominated by particular constituencies should not act as if delegated by the group they represent. No member may be bound, when speaking or voting, by mandates given to him/her by others, except when acting under approved arrangements as a proxy for another member of the governing body.

5. The formal position (iii) CUC Guide... 2009 Part II Para 2.57
Representation of Staff and Students on Governing Bodies The statutes of the pre-1992 HEIs normally provide for membership of the governing body by representatives of the academic staff and students (and in some cases non-academic staff); this is integral to the nature of governance in those institutions. In some institutions these categories of members can be excluded by decision of the governing body. However... it is strongly recommended that governing bodies do not exercise their power to exclude such members.

6. How it looks and feels (?)
Lay
Execs
Graduates
Students
Staff
Governing
Body

7. Issues for staff members
Appointed
Elected
Executive
Ex officio
Selected
Academic
Senate
Unionised
Other?
Non-unionised
“Non -Academic”
A voice for whom? Regarding what? Exercised how?

8. Insiders and outsiders: the bigger picture
Pros and cons of independent control
“The governance of HE is complex, arcane and often antipathetic to modernisation...”
PA Consulting Group Keeping our Universities Special
“It is crucial that rectors and university governing bodies... are not seduced by the fallacy of managerial primacy...”
G.Bolton and C.Lucas What are Universities for?

9. Some global trends in governance
“...there has been a general trend in favour of a managerial model... The trend to reduce size is strongest in Denmark where a maximum of 11 members has been recommended... In Australia and NZ governments have suggested a maximum of 12 or even 8 members... In England the newer Universities must by law have between 12 and 24 members... at least half... external people. In Denmark and Norway the board must also have a majority of external members... It is increasingly emphasized that board members are not to act as representatives of any particular interest group or sub-set of staff...”
John Fielden Global trends in University Governance World Bank 2008 pp.37-38

10. Some practical considerations
Declaring an interest
Does not automatically debar you from debate
Recording dissent
Check your standing orders: but use sparingly
Forcing a vote
Usually possible, rarely helpful
Resigning
OK, but then what?

11. Striking the balance Most governing bodies embed tension
“An easily governed university is no university at all”
G.Bolton and C.Lucas What are Universities for?
Most governing bodies embed tension
A good Chair makes a big difference
Praise be for University Secretaries...

12. Gerry Webber University Secretary Edinburgh Napier University
Discussion
Gerry Webber
University Secretary
Edinburgh Napier University