1. Engaging governors in the academic agenda Jon Baldwin, Registrar University of Warwick

2. What are we seeking to manage? def. ‘University’ (noun) an institution of higher education having authority to award degrees, usually having research facilities the buildings, members, staff, or campus of a university from Medieval Latin universitās: community or group of scholars from Late Latin: guild, society, body of men from Latin: whole, totality, universe Collins English Dictionary - Complete & Unabridged 10th Edition 2009

3. Nature of universities Conservative/ radical Critical / supportive Competitive / collegial Autonomous / accountable Private / public Excellent / equal Entrepreneurial / caring Certain / provisional Traditional / innovative Ceremonial / iconoclastic Local / international Collegiums / Corporations Static / strategic Values and the University, Professor Sir David Watson Institute of Education, University of London, 2006

4. What is University governance? The system by which corporations are directed and controlled. The corporate governance structure specifies the distribution of rights and responsibilities amongst different participants in the corporation, and spells out the rules for making decisions OECD The constitutional forms and processes through which universities govern their affairs Mike Shattock, IOE, London Stewardship, safeguarding, reassurance David Watson, IOE, London

5. Governance differences Warwick (32) Pro-Chancellor Vice-Chancellor Treasurer Deputy Vice-Chancellor Pro Vice-Chancellors (4) 6 academic members of Senate 1 non-academic member No more than 15 lay members President of SU One student, elected by SU (In attendance: 7 members senior admin team) Post-92 University (24) Vice-Chancellor 13 lay members 7 co-opted members 2 academic Board members 1 student representative (SU President)

6. Terms of reference Warwick Review the work of the University and, take such steps as it thinks proper for the purpose of advancing the interests of the University, maintaining its efficiency, encouraging teaching, the pursuit of learning and the prosecution of research, and providing for the recreation and well-being of students; Govern, manage and regulate the finances, accounts, investments, property, business and all affairs of the University; With Senate, appoint Chancellor, Pro- Chancellors, Vice-Chancellor, Deputy Vice-Chancellor, Treasurer and Pro Vice-Chancellors; Supervise salaries and conditions of tenure. Post-92 University Determines character and mission of the University and oversight of its activities, including the exercise of degree awarding powers; Effective and efficient use of resources, the solvency of the University and the Corporation and for safeguarding their assets; Approving annual estimates of income and expenditure; Appointment, grading, appraisal, suspension, dismissal and determination of the pay and conditions of service of the Vice- Chancellor, the Clerk and the holders of such other senior posts as the Board of Governors may determine; Setting a pay framework for staff.

8. Organisational Structure

9. Dual Assurance (farewell, committees) To empower managers To speed up decision-making To reduce bureaucracy To make clear the lines of accountability To expand consultation and involvement across the University community To make the most of the talents of lay members of the Council To enhance the University’s performance as an entrepreneurial institution.

10. © University of Warwick, 2008