Board of Governors

The Board of Governors

Function and responsibilities

The Board of Governors’ responsibilities are set out in the University College’s Articles of Government. The Board is responsible for:

1. The determination of the educational character and mission of the University College and for oversight of its activities
2. The effective and efficient use of resources, the solvency of the University College and the Corporation and for safeguarding their assets
3. Approving annual estimates of income and expenditure
4. The appointment, assignment, grading, appraisal, suspension, dismissal and determination of the pay and conditions of service of the holders of senior posts
5. Setting the framework for the pay and conditions of all other staff.

Membership

The Board of Governors’ current profile of membership reflects the experience and expertise required for the University College to meet its statutory obligations and to achieve its Strategic Aims and Objectives. The membership is subject to regular review against a matrix of expertise and experience by the Board of Governors’ Nominations Committee.

View the profiles of our Board of Governors

Strategic planning

The strategic planning process

The University College's strategic planning process is open and transparent and includes consultation with staff through staff briefings and the University College's academic and executive management structures. The process operates on an annual cycle but is more accurately a continuous process of reflection, review, evaluation and modification. The University College's Vision and Mission Statement are paramount and provide the focus for the development and realisation of strategic aims and objectives.

The requirement to publish a Strategic Plan, and Annual Operating Statement (AOS) and Corporate Planning Statement (CPS) provides a focus for the strategic planning process. The Strategic Plan is updated and submitted to the HEFCE in accordance with the Funding Council's three-year cycle. The AOS and CPS are submitted annually in December. The preparation of the AOS and CPS is co-ordinated by the Management Board (MB).

The Board of Governors approves the Strategic Plan, AOS and CPS, following consideration by the Academic Board, at its June/July meeting. The AOS and CPS are then adopted for implementation by the University College's MB.

The University College has adopted and developed an holistic approach to strategic planning building on good practice and published guidance in the HE sector.

The strategic planning process has been subject to review and modification in recent years, reflecting: the changing nature of the University College's activities, the need to respond to a fast changing environment and, the intention to ensure that all staff have an opportunity to contribute to the strategic planning debate, thereby creating a greater sense of ownership and awareness. The recent introduction of Key Performance Indicators (KPIs) provides for a focus for monitoring and developing policy and the achievement of strategic objectives.

The MB has two main responsibilities with regard to the Strategic Plan, AOS and CPS. Firstly, to deliver the objectives for the year as detailed in the AOS and CPS. Secondly, to initiate the planning process for the forthcoming year and prepare and approve draft plans.

Copies of the approved Strategic Plan, AOS and CPS are made available on the intranet and in hard copy in the University College's libraries and main administrative offices.

The Rector holds annual briefing sessions with staff on both campuses during the autumn term. The briefings provide an opportunity for staff to ask questions and discuss current issues and for the Rector to: communicate the University College's key priorities for the year ahead, update staff on progress against strategic objectives, and reinforce staff understanding of the University College's Vision and Mission Statement. The text of the briefings is available on the University College's intranet. The briefing sessions were introduced in 1996 as a means of enhancing communication with all staff, particularly with reference to the University College's Strategic Plan. Feedback from staff has confirmed the value of the briefing sessions as an opportunity for dialogue.

Monitoring and reporting arrangements

The Board of Governors receives oral reports from the Rector at its November/December and March meetings on progress with regard to the Strategic Plan and the AOS. At its June meeting the Board reviews performance against the objectives detailed in the AOS and within the context of the broader objectives of the Strategic Plan.

The Board of Governors works closely with, and acknowledges the primacy of, the Academic Board in monitoring the standards and the quality of academic provision through e.g. the minutes of the Academic Board and receipt of QAA quality assessment reports. The Rector as Chair of the Academic Board draws members’ attention to and reports on academic developments and external factors likely to impact on academic management. A member of the Academic Board is elected to serve as a member of the Board of Governors.

The MB monitors the delivery of strategic aims and objectives as detailed in the AOS and advises the Rector on progress and any necessary actions. It is through this process that action is initiated. One example is that MB receives regular reports on student enrolments, recruitment and retention, against which to assess performance regarding target student numbers.

Academic management

The Academic Board

The Academic Board is responsible under the University College’s Articles of Government for:

1. General issues relating to the research, scholarship, teaching and courses at the University College, including criteria for the admission of students; the appointment and removal of internal and external examiners; policies and procedure for assessment and examination of the academic performance of students; the content of the curriculum; academic standards and the validation and review of courses; the procedures for the expulsion of students for academic reasons;
2. Considering the development of the academic activities of the University College and the resources needed to support them and for advising the Rector and the Board of Governors thereon
3. Advising on such other matters as the Board of Governors or the Rector may refer to the Academic Board.

Academic policies and systems are developed, implemented and communicated in collaboration with staff and students through the University College’s quality assurance procedures.

Course committees

Course committees, chaired by Course Leaders, are central to the effective delivery and management of courses of study. They are charged with overseeing and monitoring the delivery of the course consistent with the definitive course document. Course Leaders provide academic leadership and guidance to the course team. Course committees report to Academic Board. Over recent years the essential role played by the course team in the effective delivery of courses of study has been acknowledged and is reflected in the University College’s QA procedures. Student representation is a key element in the effective operation and management of courses through course committees. The function of the course committee confirms the University College’s conviction that responsibility for day-to-day academic management and ensuring quality is best located at the point of delivery.

Executive management

The Rector is the chief executive of the University College and is responsible under the Articles of Government for the day-to-day management of the University College. The Board of Governors rely on the Rector for the operational management of the University College, and for advising them on issues coming before the Board.

The Rector has established a number of executive groups to assist and advise her in discharging her responsibilities. The current executive committee structure is the outcome of a review undertaken in 2004–05 and implemented from October 2005.

The Management Board (MB) consists of: the Rector (Chair), Deputy Rector, all Directors and the Registrar and Secretary; members attend according to the business in hand. The MB provides the main focus for executive discussions and is responsible, inter alia, for advising the Rector on the management, administration and structures/frameworks necessary to achieve the University College’s Strategic Aims and Objectives. The Operational Management Team (OMT) and the New Course Development Group advise the MB on matters of operation and implementation. The MB has established a number of subgroups e.g. Student Services Group, all chaired by a designated member of the MB. The subgroups are responsible to the MB for making recommendations on new policy developments and for monitoring and reporting on the effectiveness of existing policies to MB. This structure ensures that, through representation on groups, students and staff are involved in the development of policies and systems and that they contribute to the review and monitoring of operational effectiveness.

Course leaders and ATM staff designated as middle managers are central to the University College’s management infrastructure and play a critical role in the implementation of policy and systems, and in facilitating effective communication with students and staff. Course Leaders and middle managers report to designated members of the MB.

Financial planning and control

Financial strategy

The delivery of the University College’s Strategic Objectives can be achieved only by strong financial health and sustained viability. There are five strategic aims within the financial strategy, as approved by the Board of Governors in June 2001, and for each strategic aim there are objectives, an action plan and targets set and reviewed annually.

Resource model

The University College’s resource model defines how resources are planned and allocated across the University College. The key principles of the resource model are transparency, accountability, financial sustainability to support and secure the quality of teaching and research and the student experience consistent with University College policies and priorities. Comparative data from HESA and other sources is used to benchmark resource allocation within the HE sector.

Budget planning

The University College’s annual budgetary cycle is an integral part of the University College’s planning process and provides opportunities for budget holders to contribute and feed into the planning process by seeking bids for the next year's budget (the Early Planning/Consultation Stage). This is then presented to MB for debate and discussion (the Presentation Stage). The preferred option is then adopted (Prioritisation Stage) and disseminated to budget holders. Provisional working budgets (subject to Board approval), based on target student numbers are then issued (Dissemination Stage).

Risk management strategy

The Risk Management Policy, approved by the Board of Governors, is intended to embed risk management as an integral part of the University College’s strategic management and decision-making process (including budget planning) so as to enhance existing systems. The MB reviews the risk matrix action plan on a quarterly basis.

Financial control

The University College has sound systems for internal financial control, and financial regulations which are consistent with the HEFCE’s financial memorandum and are available to all staff via the University College’s intranet.

The Board of Governors’ Finance Committee monitors and oversees the financial health of the University College with reference to the financial forecasts and annual budgets. The Board of Governors’ Audit Committee oversees the effectiveness of financial management and control systems, while at an executive level, the Resources Monitoring Group (RMG) consisting of: the Rector, Deputy Rector and the Director of Finance, advises the MB on matters of resource monitoring within overall levels approved by Governors.

Contact us

For more information, please email: governors@falmouth.ac.uk