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University of Exeter Delegation Framework

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University of Exeter Delegation Framework UNIVERSITY OF EXETER DELEGATION FRAMEWORK January 2020 Contents: 1. Delegation Framework 2. Annex 1: Responsible Bodies and Individuals 3. Annex 2: Primary Responsibilities of Council 4. Annex 3: Authority to Bind 5. Annex 4: Delegation of Senate Authorities 6. Appendix: Terms of Reference of Senior Committees and Management Groups Delegation Framework Introduction 1. This delegation framework sets out the location of authority within the University of Exeter for particular types of decision made in the University’s name and on its behalf. The delegation framework supports the governance arrangements for Council, Senate and the Vice-Chancellor’s Executive Group (VCEG) and its sub-groups. 2. Within the Framework, lines of delegation are either through the line management hierarchy or operate through functional relationships where there is a senior leader with executive or management responsibility for a strategic area. 3. A full list of the delegations to responsible bodies and individuals is set out in Annex1. The Senior Committees and Groups The Council 4. The Council is the University’s supreme governing authority and is responsible for approving the University’s Corporate and Sovereign Strategies1 (“the Strategies”), associated resourcing plans and assuring itself that the University is compliant with relevant legislation and regulation. It also monitors performance. 5. The Council delegates executive management authority to the Vice-Chancellor, who is also responsible for implementing the Strategies and reporting to the Council on progress with its delivery. The Vice- Chancellor is responsible for ensuring that relevant associated strategies and budgets are developed and approved in support of the Corporate and Sovereign Strategies. 6. The University Statutes (section 10 (20)) set out the areas that cannot be delegated by Council. The Office for Students Regulatory Framework sets out particular areas of responsibility for governing bodies. Council has adopted a Statement of Primary Responsibilities, which is set out in Annex 2 of this framework document. 7. The following University Committees report to Council: - Audit Committee - Nominations Committee - Remunerations Committee The Powers of Council are contained in the Appendix to the Delegation Framework (p.46) The Senate 8. The Senate is the chief academic body of the University. It is chaired by the Vice-Chancellor, and acts as the representative academic forum for the institution, including all of its constituent Colleges and campuses. It scrutinises and reviews the Education and Research and Impact Strategies of the University and makes recommendations to Council for their approval. The Senate is also responsible for assuring Council of the academic standards, quality and enhancement of education leading to the University of 1 The three sovereign strategies of the University are the Education, Research and Impact, and Global Strategies. Exeter degree awards and qualifications, and for student disciplinary matters. 9. The following University Committees report to Senate: - The Board of the Taught Faculty - The Board of the Postgraduate Research Faculty (as part of the Doctoral College Management Board) - Ethics Committee The Powers of Senate are contained in the Appendix to the Delegation Framework. 10. The Vice-Chancello r’s Exe cutiv e Group and its Sub-Groups The Vice-Chancellor’s Executive Group (VCEG) acts as the University’s senior executive management body and comprises the Vice-Chancellor (Chair), the Provost (Deputy Chair), the Deputy Vice- Chancellors, the Pro-Vice-Chancellors, the Registrar and Secretary and a number of senior Directors of Service. VCEG has responsibility for development and oversight of the Strategies, makes day-to-day business decisions and also ensures that key operational and business issues are directed to the relevant manager or team for detailed scrutiny. It also takes senior management responsibility for the delivery, monitoring and review of the University’s strategic delivery programme. The following management groups act as sub-groups of VCEG and report to VCEG via verbal reporting or written reports as deemed necessary by the (Group) Chair: - Planning Review Group (via the Provost) - Provost’s Advisory Group (via the Provost) - Regional Strategy Board (via the Provost) - Professional Services Leadership Team (via the Registrar and Secretary) - Internal Fundraising and Campaign Board (via theProvost) - Research and Impact Executive Group (via the DVC Research and Impact) - Education Executive Group (via the DVC Education) - Global Strategy Board (via the DVC Global Engagement) - Capital Investment Group (via the Registrar and Secretary) The Terms of Reference and Membership is the Appendix to the Delegation Framework. 11. The Planning Review Group The Planning Review Group (PRG), which is chaired by the Provost, is responsible for overseeing the University’s annual planning and budgetary review process, working with Colleges and Professional Services to ensure the delivery of the University and Colleges’ five-year academic strategies and business plans set against the requirements of the internal and external operating environments. PRG also ensures the incorporation of the University strategic delivery programme outputs into the planning process. It reports through the Provost to VCEG. The terms of reference of PRG are contained in the Appendix to the Delegation Framework. 12. The Prov ost’s Adv iso ry Group The Provost’s Advisory Group is a regular meeting of the Provost and Pro-Vice-Chancellors, bringing together the senior management responsible for the delivery of the institutional strategy through Colleges and through the PVC Cornwall. It reports, through the Provost, to VCEG. The terms of reference of the Group are contained in the Appendix to the Delegation Framework. 13. The Internal Fundraising and Campaign Board The Internal Fundraising and Campaign Board supports the development and implementation of the University’s ‘Making the Exceptional Happen’ campaign and supports the development of future campaigns. The Board facilitates cross-college partnership initiatives related to the Global Advancement agenda and includes all Pro-Vice-Chancellors. The terms of reference for the Internal Fundraising and Campaign are contained in the Appendix to the Delegation Framework. 14. Research and Impact Executive Group The Research and Impact Executive Group, chaired by the Deputy Vice-Chancellor for Research and Impact, supports and advises on the management and strategic direction of the University in relation to research, impact and innovation. It is responsible for developing and delivering one of the sovereign strategies, the Research and Impact Strategy. The Group is governed through and reports into Dual Assurance for Research, Impact and Business. The terms of reference of the group are contained in the Appendix to the Delegation Framework. 15. Education Executive Group The Education Executive Group, chaired by the DVC (Education), is responsible for oversight, monitoring and delivery of the University’s Education Strategy and advises the DVC (Education) on all education, pedagogic and student experience related matters. The terms of reference of the group are contained in the Appendix to the Delegation Framework. 16. Regional Strategy Board The Regional Strategy Board, chaired by the Provost, is responsible for development and delivery of an overarching Regional Strategy, overseeing stakeholder engagement related to the Strategy, strengthening the University's role in support of skills development and economic growth of the region and maximising access to regional resources to support the delivery of the University's ambitions to deliver world-class place-based initiatives The terms of reference of the Board are contained in the Appendix to the Delegation Framework. 17. Professional Services Leadership Team The Professional Services Leadership Team, which comprises the University’s Professional Services (PS) senior managers, advises the Registrar and Secretary on key strategic and operational matters and provides a forum for development and discussion and a means for senior PS managers to input into the VCEG agenda. It also acts as the body through which the professional services requirements needed to deliver college strategic priorities are articulated, agreed and reviewed. PSLT also plays a key role in determining and managing professional services and collegerisks. The terms of reference of PSLT are contained in the Appendix to the Delegation Framework. 18. Global Strategy Board The Global Strategy Board, chaired by the DVC (Global Engagement), is responsible for oversight, monitoring and delivery of the University’s Global Strategy and advises the DVC (Global Engagement) on all aspects of the University’s global activities. The Board directs the work of the Global Strategy Working Group and promotes a coordinated approach across the institution. The terms of reference of the Board are contained in the Appendix to the Delegation Framework. 19. Capital Investment Group The Capital Investment Group, chaired by the Registrar and Secretary, implement the Council approved capital budget. They scrutinise project proposals by challenging the appropriateness, design, specification, value for money, impact on business continuity and risk mitigation. They recommend projects for approval to VCEG. The terms of reference of the Board are contained in the Appendix to the Delegation Framework. The Senior Officers The Vice-Chancellor
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