Central Birmingham College

  Governance Policy

This policy sets out the roles and responsibilities of the Board of Governors and Management of Central Birmingham College.

The Board of Governors (hereinafter –‘Board of Governors’)

Function and responsibilities.

The Board of Governors responsibilities are set out in the organisations’s Articles & Memorandum of Association. The Board is responsible for:

The determination of the educational character and mission of the organisation and for oversight of its activities

• the effective and efficient use of resources, the solvency of the organisation and the safeguarding their assets
• approving annual estimates of income and expenditure
• the appointment, assignment, grading, appraisal, suspension, dismissal and determination of the pay and conditions of service of the holders of senior posts; and
• 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 organisation 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.

Strategic planning

The strategic planning process

The organisation's strategic planning process is open and transparent and includes consultation with staff through staff briefings and the organisation'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 organisation'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. One hopes that these measures will outline the  organisation’s robust attitude towards operational competence. The preparation of the AOS and CPS is co-ordinated by the Strategy Group (SG).

The Board of Trustees 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 organisation's SG. The organisation 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 organisation'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 SG 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 organisation's libraries and main administrative offices.

The Principal 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 Principal to: communicate the organisation's key priorities for the year ahead, update staff on progress against strategic objectives, and reinforce staff understanding of the organisation's Vision and Mission Statement.

The text of the briefings is available at the organisation's Registry. The briefing sessions were introduced in 2008 as a means of enhancing communication with all staff, particularly with reference to the organisation'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 Principal at its August/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 Governorsworks 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 Principal 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 SG monitors the delivery of strategic aims and objectives as detailed in the AOS and advises the Principal on progress and any necessary actions. It is through this process that action is initiated. One example is that SG 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 organisation’s Policies of Government for:

• general issues relating to the research, scholarship, teaching and courses at the organisation, 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;

• considering the development of the academic activities of theorganisation and the resources needed to support them and for advising the Principal and the Board of Governors thereon; and
• advising on such other matters as the Board of Governors or the Principal may refer to the Academic Board.

Academic policies and systems are developed, implemented and communicated in collaboration with staff and students through the organisation’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 organisation’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 theorganisation’s conviction that responsibility for day-to-day academic management and ensuring quality is best located at the point of delivery.

Executive management

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

The Principal has established a number of executive groups to assist and advise him in discharging his responsibilities. The current executive committee structure is the outcome of a review undertaken in 2007 and implemented from October 2008.

The Strategy Group (SG) consists of: the Principal (Chair), Deputy Principal, all Directors and the Registrar and Secretary; members attend according to the business in hand. The SG provides the main focus for executive discussions and is responsible, inter alia, for advising the Principal on the management, administration and structures/frameworks necessary to achieve the organisation’s Strategic Aims and Objectives.

The Operational Management Team (OMT) and the New Course Development Group advise the SG on matters of operation and implementation. The SG has established a number of subgroups e.g. Student Services Group, all chaired by a designated member of the SG. The subgroups are responsible to the SG for making recommendations on new policy developments and for monitoring and reporting on the effectiveness of existing policies to SG. 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 organisation’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 SG.

Financial Planning and Control

Financial Strategy

The delivery of the organisation’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 January 2012, and for each strategic aim there are objectives, an action plan and targets set and reviewed annually.

Resource Model

The organisation’s resource model defines how resources are planned and allocated across the organisation. 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 organisation policies and priorities. Comparative data from HESA and other sources is used to benchmark resource allocation within the HE sector.

Budget Planning

The organisation’s annual budgetary cycle is an integral part of the organisation’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 SG 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 Trustees, is intended to embed risk management as an integral part of the organisation’s strategic management and decision-making process (including budget planning) so as to enhance existing systems. The SG reviews the risk matrix action plan on a quarterly basis.

Financial Control

The organisation has sound systems for internal financial control, and financial regulations which are consistent with the LSC’s financial memorandum for Educational funded institutions. Such memorandum is available on request.

The Board of Governors’ Finance Committee

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

Policy on Attendance at Meetings, Access to organisational Business & Confidentiality

1 Attendance at Committee Meetings

1.1 Meetings of the Board of Governors are split into three sections as follows:

Section A General Public Information

Section B Items confidential to members only, but where minutes and resolutions are for the public records

Section C Confidential items to members only and where Staff and Student Members through a resolution made by the organisation may be excluded, and minutes and resolutions are not for the public record

1.2 Agendas and other papers for Board of Governors meetings are organised so that they reflect this structure of business.

2 Consideration of Confidential Business by the Board of Governors (Including Committee)

2.1 The organisation’s policy is that as much business as possible will be conducted in public but the organisation reserves the right to keep certain matters confidential. Theorganisationuses the following criteria for deciding on confidentiality:

• consideration of the financial position of the organisation where disclosure might harm the organisation or its competitive position, as determined by the organisation
• consideration of financial or other information relating to procurement decisions, including that relating to the organisation’s negotiating position
• items containing personal information relating to an individual (other than a member of staff of the organisation)
• information provided in confidence by a third party who has not authorised its disclosure
• Information relating to the negotiating position of the organisation in industrial relations matters.
• Legal advice received from or instruction given to the organisation legal advisors

• where appropriate, professional advice received from or instructions given to the organisation’s professional advisers

• information planned for publication in advance of that publication
• any other matters the publication of which would, in the organisation’s view, be detrimental to the organisation’s interests
• where the appointment, remuneration, conditions of service, promotion, conduct, suspension, dismissal or retirement of any member or prospective member of staff are to be considered (except that the staff governor may attend where the matter relates only to a member or prospective member of staff holding a post at the same level or junior to his or her own post)

2.1 The Board of Governors will agree, at the end of each meeting, which items, if any, should be kept confidential, bearing in mind the criteria for confidentiality listed above. As a general rule, confidential papers will come into the public domain within one year of their first publication. However there will be papers which must remain confidential - either because they contain information relating to individuals, or contain information which the Board of Trustees has decided for specific reasons should not be made public.

2.2 The Board of Governors will annually review all confidential meetings and agree on which minutes can be released within the public domain.

3 Minutes of the Board of Governors & Committee meetings

3.1 Formal minutes of the Board of Governors and Committee meetings are prepared and submitted to the next ordinary meeting of the Board. Items which are confidential in terms of the criteria set out in paragraphs 2.1 and

2.2 of this policy are prepared separately and submitted in the appropriate Part of the Board’s agenda.

3.2 All approved minutes of Section A and the resolutions of Section B will be published to all Members of the Board and published on the organisation's website and in the Students Registry for members of the public. The definition of approved minutes is when the Committee and or the Board has authorised the Chairman to sign the minutes as an accurate record. Section B of Committee minutes will only be published, with the Board papers, to those Members of the Board of Governors who are not Staff and Student Members.

4 Attendance at Board of Governors meetings by Persons who are not Board members

4.1 The Board of Governors shall decide through a resolution whether a person should be allowed to attend any of its meetings where that person is not a member, or the Principal.

5 Attendance at Committee meetings by Persons who are not committee members

5.1 Members of the public and representatives of the press shall not be admitted to meetings of committees of the Board of Governors.

5.2 Subject to 5.6 below, the Principal shall be entitled to attend meetings of any committee of which (s)he is not a member.

5.3 The Secretary to the Board of Governors shall attend meetings of all committees except that s/he shall withdraw from that part of any meeting at which his/her remuneration, conditions of service, conduct, suspension, dismissal or retirement are to be considered.

5.4 The Principal is authorised to invite other members of staff to attend committee meetings as the need arises.

5.5 The chairman of any committee may permit the attendance of any other person at a committee meeting after having taken the advice of the Principal and the Secretary.

5.6 All committees shall have the right to exclude any person who is not a member of the committee from all or part of a meeting should this be warranted by the nature of the business to be considered.

6 Access to organisational Documentation

6.1 Information about the organisation's activities is generally available to the public on request and further details are published in the organisation’s Freedom of Information Publication Scheme.