1

Structures, Responsibilities, Relationships: Towards Effective

University Governance

Speaker: Dermot GleesonChair Governing Body

University College Cork

2

Governance;

“The process or system by which the University is directed & controlled”

3

Governance

• Includes the following concepts:

– Authority– Accountability– Stewardship– Leadership– Direction– Control

4

Governance

• Governance is about rules and laws but not just about rules and laws

• The Governance ideal being:

“a seamless web of mutually deserved trust between the various stakeholders”

5

Governance

• The legal architecture of control – defines the power of different participants, and how that power is exercised:

– The state

– The staff

– The students

– The Governing Body

– The Academic Council

6

Good Governance should:

• Protect and enhance an institutions reputation

• Mitigate a variety of risks

• Enhance performance, morale and credibility

7

The basics of Governance

Includes for example:• Compliance with legal and regulatory

requirements• Clearly understood descriptions of roles and

responsibilities• Effective mechanisms for oversight and

accountability (e.g. system of risk management & internal audit).

• Provisions for acceptable levels of openness and disclosure

• External audit

8

The basics of Governance

Standard mechanisms of management control:• Setting of objectives and the making of plans• Identification of key performance indicators, for

accountable officers• Standard financial monitoring• Control of assets• Systems for authorisation and approval of expenditure• Systems for assessing the quality of performance in

academic and non academic roles• Procedures for the appraisal of investments• Procedures leading to good procurement practices and a

well staffed internal audit function

9

The Irish Model

• Governing Authority or Board

• Academic Council

• President

• The Secretary, Registrar and Bursar

10

External Governance

Relations with:

• The Higher Education Authority

• Department of Education

• Minister

11

Roles and Responsibilities

President - Chief Executive• Sets the tone• Provides leadership• Principal Ambassador• Engages funders (private & public)• Requires extraordinary range of skills and

attributes (e.g. diplomacy, steeliness, energy, work rate, standing in the academic and wider community)

12

Roles and Responsibilities

Secretary

• Key role – “Steward of the constitutional and business rules and procedures”

• Co-ordinator of the flow of business with a key role in ensuring the quality of governance overall

13

Governing BodyComprises:• President • Independent Chairman• Small number of Senior Officers of the University• Representatives of the academic and non

academic staff• Representatives of local and central Government• Representatives of the graduates• Student Representatives• Representatives from certain nominating bodies

14

Governing Body

The third schedule of the 1997 Act

Section 8 (3) provides:

“A member of a Governing Authority of a University shall act at all times in the best interests of the University and not as a representative of any special interest”

15

Governing Body

Central feature of its operation:

• Obligation on each individual member to vote and make decisions not in the interests of their nominating constituency but in the interests of the University as a whole

16

Governing Body

The third schedule of the 1997 Act

Section 8 (3) provides:

“A member of a Governing Authority of a University shall act at all times in the best interests of the University and not as a representative of any special interest”

(Least of all, one self)

17

Governing Body

• Quality of key players at the top of the Governance pyramid

• Relations between members of the Governing Body

• Votes should be kept to a minimum

• Duty of loyalty and confidentiality

• Small number of committees

18

Governing Body

• Scarcest commodity for any Governing Body is time

• Appraisal and assessment:– Self– President– Management group within the University

19

Role of Governing Body

• In relation to strategy; approving the key strategic objectives and overseeing their implementation

• Setting the tone at the top: influencing the culture of the Institution

• Evaluating Board and presidential performance• Communicating with key stakeholders• Abstaining from day to day management• Not attempting to adopt an executive role

20

The Distinction between Governance & Management

“there is a world of difference between governance and management. Governance involves the responsibility for approving the mission and goals of the institution; oversight of its resources; the approval of its policies and procedures – and an informed understanding of its programmes and activities.

Management, in contrast, involves the responsibility for the effective operation of the institution and the achievement of its goals within the policies and procedures approved by the board; the effective use of its resources; the creative support and performance of teaching, research and services; and maintenance of the highest standards of scholarly integrity and professional performance.

The responsibility of the board is to govern but not to manage”

(Glion Declaration II)

21

Role of Governing Body (2)

• Members have “Inescapable personal responsibilities”

• Duty of honesty, loyalty and good faith

• Holding the Executive accountable

• Preserving autonomy of the institution and its academic freedom

• Minimise tedious processes

22

Relationships

Between Governing Body and President should be:

– Supportive – Provide Direction– Correcting, Interrogating and Enquiring– Holding to account

23

Relationships

President’s point of view, the Governing Body should be a:

– Sounding board– Resource– Restraint (in some cases)– Source of encouragement, providing

recognition of President’s efforts

Academic Council

24

Keys to good Governance

• Quality, skills and character of the people at the top of the Governance Pyramid

• Skills of President

25

Bad Governance

• Poor control

• Poor direction

• Incoherent or divided leadership

Resulting in:

• Reputational damage

• Loss of standing

• Loss of good staff

26

Some issues in the current Governance Culture

1) Excessive size of a Governing Body:

• Constituencies are the correct ones but

total number of members limits the amount of time available for discussion

• Small parliament rather than a Board

27

Some issues in the current Governance Culture

2) Absence of a strong consequences culture

• Not just differentiated pay• Academics repudiate the importance of

financial remuneration• Recognition of outstanding achievement

is crucial• Absence of reliable recognition

mechanisms – can lead to loss of morale

28

Some issues in the current Governance Culture

3) Complex and inaccessible rule book

• The need for reform of University Statutes

29

Keys to good Governance

Respect for, and attention to formal documentation such as:

• University Statutes

• The Universities Act

• Strategic plans

• Key performance indicators

30

Keys to good Governance

System of good Governance should attend to and facilitate the legitimate interests of various stakeholders:– State– Teachers– Researchers– Students– Those who seek to employ the graduates

31

Keys to good Governance

System of good Governance should attend to and facilitate the legitimate interests of:– Schools– Research institutes– Government departments– Commercial entities

32

Communication by Governing Body

• Not just the quality of the Governors

but

• Effort and clarity which is put into communication by the President and Governing Body