Board of Governors: External Member Vacancies
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Board of Governors: External Member Vacancies About Coventry University ‘A dynamic, global and transformational university group’ Coventry University Group (the Group) is a leading provider of innovative education and impactful research in the UK and internationally. We were awarded university status in 1992 and in 2018 we celebrated 175 years of providing education in the city. We have grown into a dynamic, modern university with a tradition of teaching excellence, research with impact, bold international initiatives and transformational partnerships with business. Our momentum and impact has grown significantly. From our base in the West Midlands, we were the first provincial university to open a London venue and the first to open a university college offering ‘life-shaped learning’ to students wanting something different from the typical full-day, three-year higher education experience. We are committed to being world-leading in all that we do and offer academic and professional learning across a range of disciplines including health, design, engineering, performing arts, media, business and computing. The Group also includes companies and social enterprises which provide a platform for innovation, engagement with the community, and provision of professional services and consultancy. We have made considerable progress in recent years and have ambitious plans. We have continued to rise in university league table positions and in the last five years, we have spent over £400m on developing state-of- the-art facilities across our campuses for our students. The university is particularly proud of the levels of student engagement and attainment, and of the rich diversity of our student body. We are one of the fastest growing universities in the UK, with more than 30,000 students across our four faculties, over 4,000 employees and a turnover of £428m. Our intake of overseas students is one of the largest in the UK, with 7,700 international students from over 100 countries studying across our four faculties.
Corporate strategy –
‘Creating Better Futures’
The university is currently finalising its Corporate
Strategy to 2030, which sets out transformational
targets for performance, quality and growth across the
organisation. The strategy will be delivered through the
following key pillars:
Education and student experience
Research
International
Enterprise and innovation
People
Digital
Corporate social responsibility
Estates
Finance and investment.
Charitable status
The university has charitable status as an exempt charity,
and complies with its charitable objectives for the public
benefit. We do this primarily through the advancement of
education and research.
About the Board Governance structure
of Governors Due to the nature and complexity of the Board of
Governors’ responsibilities, it has delegated some of
The Board of Governors is responsible for ensuring its powers and responsibilities to sub-committees and
the effective management of the Group and for advisory committees. These consider and determine
planning its future development. It is entrusted specific matters on behalf of the board. All committees
with public and private funds. It has responsibility and boards are formally constituted with terms of
for determining the university’s strategic direction, reference. The committees currently comprise:
approval of major developments and the review of
regular executive reports on the operations of its Academic Affairs
businesses and subsidiary companies. It also has Audit and Risk
oversight of risk assessment and risk management, Human Resources
and helps to create an environment in which the Remuneration
potential of students is maximised. Strategy, Finance and Resources
Governance and Nominations
The Board of Governors is currently made up of 24 ‘Business Continuity Governance Committee (not
members. Thirteen of the governors are independent currently operational).
members, six are co-opted lay members, one is the
vice-chancellor, and two are elected staff governors There are currently four advisory committees which review
appointed from amongst university staff. Two are and support the commercial, educational, charitable
student governors, appointed as ex-officio members and international activities of the Group. These provide
under the constitution of Coventry University assurance to the Board of Governors that such activities
Students’ Union. support the relevant pillar of the university’s corporate
strategy and other related commercial, educational,
charitable and international activities.About the role Commitment
External members are appointed on either an annual
Duties and responsibilities basis or for a fixed term of three years, with the
External members of the Board of Governors and option to serve for a further term. The role is not
its sub-committees and advisory committees play a remunerated, but the university will meet all reasonable
vital role in the governance of the Group. The duties expense claims.
and responsibilities of the role are set out in the
For governors, the annual time commitment is
role description overleaf. We are currently recruiting
approximately 25 days, to include attendance and
external members to the Board of Governors, its sub-
preparation time for formal Board meetings, briefing
committees and advisory committees.
sessions, strategy sessions and other formal and
informal events by invitation. This will increase if a
Expertise governor is also appointed to a sub-committee. The
We are keen to appoint individuals who have significant annual time commitment for an external member not
skills and executive experience on a similar, or larger appointed as a governor is approximately 15 days.
scale, than the university with substantial expertise in
the education sector. As part of our commitment to equality, diversity and
inclusion, we endeavor to provide a welcoming and
We are particularly interested in the following areas inclusive university community, recognising and
of expertise: respecting all individuals’ differences. Therefore
Commercial/corporate law we would particularly welcome applications from
Estates/facilities management black, Asian and minority ethnic individuals, women,
Research and development LGBTQ+ and disabled candidates, as these groups
Academic research are under represented.
Human resources/organisational development.
If you are interested in becoming an external member T: 024 7765 2192
of the Board of Governors or sub-committee and E: helen.fulford@coventry.ac.uk
joining a dynamic and collegiate working culture at
Coventry University, please contact Helen Fulford for Closing date for applications:
an informal conversation: Friday, 12 February 2021
Please note that interviews for prospective candidates
will take place in March.The role 1. Overview 3. Sustainability According to the Committee of University Chairs’ a. Governors shall contribute to the definition of the (CUC) Code of Governance for Higher Education, mission, character and reputation of the Group, the Board of Governors is made up of individuals setting the values and standards that underpin drawn from outside the Group, who have the Group’s strategy and operation. experience in the areas of business, industry, b. Governors shall monitor, evaluate and education and commerce*. It is responsible for: constructively challenge performance against the a. determining, driving and delivering the Group’s strategic plan. mission and success in a sustainable way c. As a governor, you must be satisfied that the (financial, social and environmental); Board of Governors is in receipt of the necessary b. protecting and promoting the collective student assurance that academic governance is robust interest and the importance of a high-quality and effective. student experience; c. ensuring student outcomes reflect good social, 4. Reputation economic and environmental value; d. effectively managing opportunities and mitigating a. Governors shall make a full and timely personal risks to protect the reputation of the Group, disclosure of their interests in order that the ensuring financial sustainability and accountability integrity of Board of Governors’ business shall for public funding; be, and shall be seen to be, maintained. e. promoting and developing a positive culture which b. Governors should be satisfied that the Board supports ethical behaviour and equal, diverse and appropriately engages with stakeholders in inclusive practices; decision making, publishes information and f. promoting excellence in learning, teaching and reports performance to stakeholders. research, monitoring institutional and governing body performance; 5. Inclusion and diversity g. publishing accurate and transparent information a. As a governor, you must be satisfied that the which is widely accessible; Board of Governors receives assurance that the h. leading by example, being flexible and adaptable Group is compliant with equality and diversity to create a resilient future; and legislation, and that there are arrangements i. ensuring arrangements are in place for meaningful in place for the elimination of discrimination, engagement with relevant stakeholders (especially harassment and victimisation, students and staff) locally, regionally, nationally the equality of opportunity and the promotion of and globally. an inclusive culture. 2. Accountability 6. Effectiveness a. As a governor, you must be satisfied that the Board a. Governors shall contribute to a culture where of Governors receives the appropriate assurance all members can question intelligently, debate that the Group meets all legal and regulatory constructively and challenge rigorously, and requirements imposed on it, complies with ensure that the culture reflects the articulated Instrument and Articles of Government, and values and culture of the Group as a whole. meets the requirements falling upon the institution b. Governors will be invited to participate in regular in respect of public funding issued by bodies. reviews of governance effectiveness. b. Governors should discharge their duties in line c. Governors should be satisfied that the Board with the accepted standards of behaviour in of Governors is able to focus on strategic risks public life (selflessness, integrity, objectivity, and emerging opportunities for the Group and accountability, openness, honesty and has flexibility to respond to these quickly and leadership) and values in the CUC Code of effectively. Governance for Higher Education, accepting individual and collective responsibility for the affairs of the Group.
7. Engagement 9. General Information
a. As a governor, you should be satisfied that a. The performance of governors will be periodically
the Board has the necessary assurance that reviewed by the Chair and Deputy Chair of the
the activities of the Group are in the interests Board of Governors.
of students (current and future), and other b. The expected overall time commitment required
stakeholders, and that regular and effective of a governor for the effective conduct of the
two-way communication with students, staff and duties of the post is a minimum of 25 days per
other stakeholders takes place. year. This will increase if governors are also
b. Governors shall contribute to the promotion of appointed as members of sub-committees.
the social, cultural, economic and environmental c. Governors will be expected to attend all Board
impact of the Group, ensuring that the Group and Committee meetings of which they are a
is accessible, relevant and engaging with local member, or give timely apologies if absence is
communities to deliver public/community benefit, unavoidable, and to attend induction/training
its civic duties and economic, cultural and social events organised by the university or other
growth. appropriate bodies.
d. Governors are not remunerated, but are
8. Personal attributes encouraged to reclaim all reasonable
travelling and similar expenses incurred
a. A strong personal commitment to higher during university business, via the clerk to the
education and to the values, aims and objectives board of governors.
of the Group. e. Governors are formally appointed by the Board
b. A proven track record of leadership, change of Governors following recommendation by the
management and personal achievement Governance and Nominations Committee. The
in a complex environment whether in the initial term of office is three years renewable for
private or public sector, with a demonstrable a maximum of one further term subject to the
understanding of governance good practice. continued support of the Board.
c. A commitment to act fairly and impartially in
the interests of the Group as a whole, using
independent judgement and maintaining
confidentiality as appropriate.
d. The ability to analyse and review complex issues
and evaluate conflicting opinions.
e. The highest standards of integrity, honesty and
demonstrable commitment to equality, diversity
and inclusion.
f. A clear interest in or connection to Coventry and
the wider region, together with regional, national
or international networks of contacts.Coventry University Priory Street Coventry CV1 5FB T: +44 (0)24 7765 7030 www.coventry.ac.uk J2293_20 © Coventry University.
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