Terms of reference for University Executive Board

It makes decisions to steer and support the strategic direction of the University.

UEB promotes and models the University's public good purpose, reputation and profile, including to a wide range of stakeholders. It ensures its own decisions and conduct reflect the University’s vision and values. 

The Board:

1. Is accountable to the Council, through the Vice-Chancellor and President, for all aspects of the executive and academic leadership of the University
2. Is accountable for ensuring resources and independent advice are provided for the proper governance of the University
3. Facilitates constructive relationships and timely and accurate two-way flow of information and advice with faculties, schools, departments and formal groups and bodies
4. Oversees and directs the development and review of the University Strategy and all major strategic partnerships, for onward Council or subcommittee approval, where required
5. Considers all major transactions, and capital, budgetary, forecasting and investment, borrowing or revenue-generating frameworks and initiatives and commitments for onward Council or subcommittee approval, where required
6. Approves institution-wide or other significant policy to comply with University and/or external statutory or regulatory requirements, recommending this to Council or one of its subcommittees for approval, where required
7. Seeks assurance on the effectiveness and enforcement of University policy
8. Monitors the performance of the University Strategy and associated strategies and plans, against a range of key performance indicators and contextual information and data, and steers or confirms actions to improve performance
9. Engages with, and seeks to influence the external environment in which the University operates
10. Undertakes scenario-planning and horizon scanning on activities with a likely or known impact on the University and its ability to deliver the University Strategy
11. Advises Council on the delivery of risk management strategy and policy, and the risk appetite to manage major threats and seize opportunities
12. Delegates responsibility for strategic programme management, aspects of policy and operational planning and decision-making to:
    1. A number of subcommittees and bodies of UEB
    2. Through the thematic or specific portfolio responsibilities of individual UEB members.