Governance of the University
Southampton Solent University is overseen by a Board of Governors. Under the Education Reform Act of 1988, which created higher education corporations, the Board of Governors is generally responsible for looking after the public investment and the public interest at the University.
The Governors are charged with determining the educational character and mission of the University; overseeing its activities; monitoring effective and efficient use of resources; safeguarding the solvency and assets of the University; and approving annual estimates of income and expenditure. In discharging these responsibilities the Governors work closely with the Vice-Chancellor, the Academic Board, and the Clerk to the Governors, operating through a series of committees.
There are normally twenty Governors, most of whom are voluntary independent members, drawn from business. They bring to the Board a blend of commercial, professional and life experience. There are also internal members, including the Vice-Chancellor, staff and the President of the Students' Union. In April 2008, Governors agreed a new set of criteria against which future appointments to the Board would be considered that sought to ensure that the Board of Governors possesses the right balance of skills and experience relevant to the prevailing needs of the University.
View the list of Southampton Solent University's Governors as at 1 August 2011|
A Code of Corporate Governance and Governors Handbook has been produced, primarily to be of assistance to Governors of the University. The Handbook is kept under continuous review, and a copy is available to view on the University's website at http://docman.solent.ac.uk/solentdocuments/gh|
The governing body has regard to the Committee of University Chairs (CUC) Governance Code of Practice| in its governance arrangements, and has adopted the Statement of Primary Responsibilities contained in the Code:
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To approve the mission and strategic vision of the institution, long-term academic and business plans and key performance indicators, and to ensure that these meet the interests of stakeholders.
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To delegate authority to the head of the institution, as chief executive, for the academic, corporate, financial, estate and personnel management of the institution. And to establish and keep under regular review the policies, procedures and limits within such management functions as shall be undertaken by and under the authority of the head of the institution.
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To ensure the establishment and monitoring of systems of control and accountability, including financial and operational controls and risk assessment, and procedures for handling internal grievances and for managing conflicts of interest.
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To ensure that processes are in place to monitor and evaluate the performance and effectiveness of the institution against the plans and approved key performance indicators, which should be - where possible and appropriate - benchmarked against other comparable institutions.
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To establish processes to monitor and evaluate the performance and effectiveness of the governing body itself.
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To conduct its business in accordance with best practice in higher education corporate governance and with the principles of public life drawn up by the Committee on Standards in Public Life.
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To safeguard the good name and values of the institution.
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To appoint the head of the institution as chief executive, and to put in place suitable arrangements for monitoring his/her performance.
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To appoint a secretary to the governing body and to ensure that, if the person appointed has managerial responsibilities in the institution, there is an appropriate separation in the lines of accountability.
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To be the employing authority for all staff in the institution and to be responsible for establishing a human resources strategy.
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To be the principal financial and business authority of the institution, to ensure that proper books of account are kept, to approve the annual budget and financial statements, and to have overall responsibility for the institution's assets, property and estate.
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To be the institution's legal authority and, as such, to ensure that systems are in place for meeting all the institution's legal obligations, including those arising from contracts and other legal commitments made in the institution's name.
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To make such provision as it thinks fit for the general welfare of students, in consultation with the senate or academic board.
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To act as trustee for any property, legacy, endowment, bequest or gift in support of the work and welfare of the institution.
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To ensure that the institution's constitution is followed at all times and that appropriate advice is available to enable this to happen.