Governance at the University of Oxford Maja Korica Paolo Quattrone Said Business School, University of Oxford

Governance in Context : The emergence of corporate governance and its diffusion into non-corporate worlds - Corporate governance without corporations and shareholder value without shareholders (Williams et al, 2009) - Deregulation and audit societies (Power, 1997) - From governing bodies to executive boards (NHS, BBC and eventually universities and business schools) : The motivation of the study - How does the diffusion of managerialism affect universities? - Governance and accountability as means to create and embed societal values into organizational forms - Universities in need of which changes?

Oxford Governance Today

Oxford in Context: Changes in UK Higher Education : The ‘Oxford ideal’ of self-governance in the sector until the 1970s : Evolution from a largely privately-funded to a heavily government- funded university from the late 40s onwards (Soares, 1999) : UGC as protector of university autonomy via block grants : Identification of the role of universities in driving the national economy : Joining of the market and tight regulation by the state in ensuring accountability for state investment in higher education (formula funding, research and teaching assessments) : The 1988 and 1992 Acts; former polytechnics as the government ideal : Key balance between Oxford’s unique legislative position and charity status

The Evolution within Oxford: Past Inquiries : Crucial interplay of the state, frequently in the form of national inquiries, the market, and universities : The Franks Report (1966) - Commissioned in light of the government’s Robbins Report challenging Oxford’s obscure arrangements and slow decision-making - Severely limited role of Convocation in favour of Congregation; Hebdomadal Council chief administrative body; 4 year VC term instead of rotating; Council of Colleges as representative body rejected : The North Report (1997) - In the wake of the Dearing Report (implementation of identified ‘best practice’ in governance) - Merging of the Hebdomadal Council and General Board into single Council under sovereignty of Congregation; inclusion of external members; delegation to 4 key committees; creation of 5 divisions

The Evolution within Oxford: Recent Debates : Following a Congregation stipulation for a review 5 years after North, a Governance Working Party set up in October 2004 : In context of external demands for the introduction of ‘best practice’ in Oxford and Cambridge, despite their traditional arrangements : White Paper Trinity Term Council’s remit institutional governance - Reduction in Council membership from 23 to 15, with 7 lay members and a lay chair (Chancellor to chair in the first 5 years) - 4 Council committees (Audit, Finance, Investment and Remuneration); wider powers to the Audit & Scrutiny Committee - Creation of an Academic Board, with internal majority; Council can reject its decisions - Congregation remains sovereign body

The Evolution within Oxford: Recent Debates

The Evolution within Oxford: Current and Future Challenges : Crucial similarity to the ‘best practice’ advocated by government e.g. separate Academic Board, majority of external members on Council : Discussion in Congregation on November 14 and 28, 2006 : Proposals voted down in Congregation (730 to 465), as well as via postal vote (1540 to 997) in December 2006 : Challenge by HEFCE--> response via Audit & Scrutiny Committee Report in January 2009 (currently under deliberation by Council) : Challenge of continuing to preserve the Oxbridge model - March vote in Cambridge’s Regent House in favour of four externals instead of two; academics now electing 12 of 24 members, instead of 12 of 22, on Council