ulster.ac.uk

Appointment of Lay Members and Staff Members to the Council (Governing Body) of Ulster University

And Two External Members of the Governance, Nomination and Remuneration Committee

Foreword from the Chair of Council ........................ 03

A Profile of the University ........................................ 04

Vision, Values and Mission ..................................... 06

Our Campuses ......................................................... 08

Role Description ....................................................... 09

Role of Staff Members .............................................. 11

Appointment Details ................................................. 12

Personnel Specification ............................................13

Selection Process ......................................................15

Appendix 1 ...............................................................16

Contents 02

Contents

Foreword from the Chair of Council 03

Foreword from the Chair of Council

Dear Applicant

Thank you for your interest in the Governing Body of Ulster University. Good governance is at the heart of the Higher Education sector and we rely on our Governing Body members to ensure our institution runs effectively. We believe in having a diverse leadership team and an open and inclusive leadership culture and recognise that Council sets the tone for diversity and inclusion across the University – an expectation set out in the Higher Education Code of Governance.

A broad range of backgrounds and experiences is therefore essential and this information booklet contains further information on the skills we look for in our Governing Body members and the value of being involved in Northern Ireland’s Civic University.

You will find yourself working with a friendly and collaborative team and many professional development opportunities will be afforded to you throughout your term as a member.

Jenny PyperChair of Council

The University is also engaged in a number of exciting projects including the establishment of a Graduate Entry Medical School at our Magee Campus, the expansion of our Belfast Campus and the University’s key involvement in two City Deals campaigns.

This is an exciting opportunity for both new and experienced Board Members and I would strongly encourage you to give it serious consideration.

Jenny PyperChair of Council

A Profile of the University

continued

A Profile of the University 04

We are a university with a national and international reputation for excellence, innovation and regional engagement, making a major contribution to the economic, social and cultural development of Northern Ireland.

As Northern Ireland’s civic university, Ulster University is grounded in the heart of the community and strives to make a lasting contribution to society as a whole. Renowned for its world-class teaching, Ulster aims to transform lives, stretch minds and develop the skills required by a growing economy. The outcomes of our research have global significance with local relevance, and contribute to the social, economic and cultural betterment of our region.

Although the University can trace its roots back to the Victorian era, our sights are set firmly on the future. Our students are at the centre of everything we do, and each of our four campuses provide a wide range of undergraduate and postgraduate courses that will engage our students and give them the skills they need to carve out their careers.

This is a new era for Ulster University as we are embarking on an ambitious plan for the next five years with a strategic vision that will take us to our fiftieth anniversary in 2034. At Ulster University we want to build on our successes and leave a legacy that is strong and dynamic.

OPERATIONAL EXCELLENCE

Throughout our campuses we have a vibrant community of staff members, all talented and skilled individuals, that inspire our students and prepare them for life after university. We encourage diversity and inclusion allowing our University to reflect the makeup of the global society we serve.

PEOPLE AND CULTURE

We want to create an environment where we achieve excellence by working together and help make Ulster University an Employer of Choice.

The People and Culture Strategy aspires to be the difference that makes the difference; creating the conditions, frameworks and approaches to enable our people to achieve and exceed both in their own career aspirations and the University’s ambitions.

How we will achieve it: By building a culture in which we can all flourish, and where brave thinking and values-led behaviour is encouraged and modelled by leaders and colleagues alike.

A university fit for the future and in which we are all proud to work and study.

CIVIC CONTRIBUTION

At Ulster we have a strong sense of civic responsibility. As we are the only university spread across Northern Ireland, we have the opportunity to fully participate and deliver meaningful impact across the wider community. We support our students and give them the necessary skills so they can build a better future for those around them. We are particularly proud of our Widening Access and Participation (WAP) Plan and hope to achieve a ‘40% participation rate by students from less affluent family backgrounds’ by 2021.

ACADEMIC EXCELLENCE

Our University has an outstanding reputation for teaching and research; this can be seen in the NSS survey and our results in the latest Research Excellence Framework. Academic excellence permeates every aspect of our endeavours. We have an outstanding reputation for teaching as well as world-class teaching facilities, coupled together, this creates an educational experience that develops skills, raises ambitions and prepares future leaders.

GLOBAL VISION

Our research is world-leading and globally relevant, we work with other universities around the world to deliver ground-breaking research that can help future generations. At Ulster University we are proud of our multi-cultural community, we have many international students and staff, and promote a strong, internationally-relevant curriculum.

A Profile of the University 05

Vision, Values & Mission

VISION AND MISSION

Grounded in the heart of the community Ulster University will:

• Transform lives, stretch minds, develop skills and raise ambition;

• Deliver globally significant research with local relevance;

• Encourage a diverse university community;

• Make a lasting contribution to society as a whole.

Vision, Values and Mission 06

CIVIC CONTRIBUTION

OPERATIONAL EXCELLENCE

ACADEMIC EXCELLENCE

GLOBALVISION

continued

INTEGRITY COLLA

BOR

ATIO

N

INCL

USI

ON

ENHANCING POTENTIAL

We are open, honest and transparent with

each other

People and relationships are central to

everything we do

We promote a place to work and study where everyone is accepted

We strive to be the best that we can be

Vision, Values and Mission 07

DIVERSITY AND INCLUSION

We are an open and inclusive University that celebrates and welcomes diversity, with inclusion central to our values. Our commitment to diversity is demonstrated though membership of the Athena SWAN Gender Equality Charter, the Race Equality Charter, Employers for Disability NI and Stonewall. One of our Council members, Dr Joanne Stuart, is a member of Diversity Mark NI’s Independent Assessment Panel.

We understand the richness a diverse Council membership brings in providing the range of perspectives, insights and challenge needed to support good decision making. We would welcome applications from all communities and are particularly encouraging members of the Black, Asian and Minority Ethnic, disabled and LGBT+ communities to join us.

We are one University with four distinct campuses across Northern Ireland – Belfast, Coleraine, Jordanstown and Magee. Courses are also delivered at our branch campuses in London and Birmingham.

With approximately 24,000 students across four campuses, Ulster University is uniquely placed to engage local communities, support expansion of the knowledge based economy and contribute to the economic, social and cultural development of Northern Ireland.

While each campus differs in size and has its own distinctive atmosphere, wherever you study or work with us, you will experience Ulster’s unique character.

BELFAST CAMPUS

At the centre of the civic evolution in Belfast.

JORDANSTOWN CAMPUS

Currently the largest of Ulster’s campuses.

COLERAINE CAMPUS

The feeling of community at our Coleraine campus makes for a warm and welcoming student experience.

MAGEE CAMPUS

A key player in the economy of the north west.

Our campuses 08

Our campuses

LONDON BRANCH CAMPUS

Our London campus is situated right in the heart of the city, in historic Holborn.

BIRMINGHAM BRANCH CAMPUS

Excellent teaching facilities and an experienced faculty that complements a cosy, intimate campus.

THE ROLE OF THE COUNCIL

The Council is the governing body of the University and is responsible for overseeing the institution’s activities, determining its future direction and fostering an environment in which institutional objectives are achieved and the potential of all learners is realised. Subject to the Charter and Statutes of the University, the Council takes all final decisions on matters of fundamental concern to the institution. The Senate is responsible for the academic work of the University and for providing the Council with assurance on academic quality.

The Council approves the University’s strategic plans, as well as learning and teaching, financial, people and culture, estates, and other operational strategies which underpin them, and monitors the University’s performance in achieving its goals, within a robust risk framework.

The Council is also responsible to the Department for the Economy for the proper use of public funds and for establishing and monitoring effective systems of internal control, risk, and accountability.

The Vice-Chancellor, de facto, is the Chief Executive and Accountable Officer for the University, as well as being the Chief Academic Officer with operational responsibility for academic affairs and the effective management of University services. He chairs a Senior Leadership Team which includes a Deputy Vice-Chancellor, Executive Deans, and senior Professional Services staff. There is a Scheme of Delegation in place, which defines decision-making powers which are reserved to the Council and those which are delegated to the Committees of Council, the Vice-Chancellor & President, the Senior Leadership Team, the University Secretary and other officers. The main responsibilities of the Council, and thereby the primary duties of a member, and of the Council collectively, are set out in its Statement of Primary Responsibilities.

These are summarised as follows:•Strategic Planning and Risk Management

•Monitoring Effectiveness and Performance

•Finance

•Audit

•Estate Management

•People and Culture

•Equality and Diversity

•Health and Safety

•Student’s Union.

Role Description 09

Role Description

continued

10

The Council has 17 members in total. The individual membership categories are as follows: 5 ex-officio members (including 2 Pro-Chancellors, the Vice-Chancellor, the Honorary Treasurer and the President of the Students’ Union) and 12 appointed members (8 lay members external to the University and 4 members of staff).

Ambassadorial Role At the discretion of the Vice-Chancellor and the Chair of Council, members may be asked to represent the Council and the University externally, and will be briefed fully by the University to enable them to carry out this role effectively. Members may be asked to use personal influence and networking skills on behalf of the University.

Members may be asked to play a role in liaising between key stakeholders and the University, or in fund-raising. They will be briefed fully by the University to enable them to carry out this role effectively. However, this role in particular must be exercised in a carefully co-ordinated fashion with the Vice-Chancellor, the University Secretary, other senior officers and staff of the University.

THE ROLE OF THE GOVERNANCE, NOMINATION AND RENUMERATIONCOMMITTEE (GNRC) The GNRC Committee is a Committee of the Council. It provides independent scrutiny to the operation of a fair, consistent , transparent, and effective system of governance and remuneration in support of the University’s mission. The Committee also considers and recommends to the Council remuneration matters for the

senior staff of the University. Its membership comprises the Chair of Council, the Vice-Chancellor and six members of whom three are Council members and three are external members.

StandardsMembers must make a full and timely disclosure of personal interests to the University Secretary in accordance with the procedures approved by the Council and its Committees. Conflicts of interest will be considered as part of the appointments process and the University accepts the right to reject applications where fundamental conflicts of interest exist.

Since the University is a Charity, members have a responsibility for ensuring that the Council and its Committees exercises efficient and effective use of resources and that proper mechanisms exist to ensure financial control and for the prevention of fraud. The Council and its Committees are responsible for ensuring that the University complies with the provisions of the Charities Act (Northern Ireland) 2008.

All persons appointed to the Council and its Committees are expected to personally subscribe to and uphold the institution’s values and to observe the highest standard of corporate governance in the exercising of their responsibilities, in particular the ‘Seven Principles of Public Life’ drawn up by the Committee on Standards in Public Life, namely: selflessness; integrity; objectivity; accountability; openness; honesty and leadership (see Appendix 1). The governance practices of the University are consistent with ‘The Higher Education Code of Governance’ published by the Committee of University Chairs (CUC) in December 2014 (revised June 2018).

Role Description

11 Role Description Role Description

Role of Staff MembersIn addition to the Lay Member vacancies and the two External Members of the Governance, Nomination and Remuneration Committee there are four vacancies for staff members:• two from academic staff • one from academic related staff• one from non-academic support staff

The role of members is broadly analogous to that of non-executive directors in the private sector, focused primarily on providing leadership on strategy, stewardship and overall governance.

CRITERIA Applicants should demonstrate how their personal qualities/experience meet the criteria set out in the person specification for the role, see “Personnel Specification” within this brochure.

Members of staff interested in applying should draw on experiences gained either within or outside the University or both when considering their suitability against the criteria. For example, work for a voluntary or community organisation may meet the criteria as could membership of a faculty board or a school board of governors.

CONFLICT OF INTEREST All members of the Council must make a full and timely disclosure of any interests that may conflict with the business of the University, and which may unduly impact on their ability to fulfil the role of Council member. It is likely that a member of staff who reports directly to the Vice-Chancellor or reports to any Committee of the Council will have a conflict of interest that would unduly impact on their ability to fulfil the role of Council member.

ELECTIONS Staff applying will be subject to election by those staff in their respective staff category. Please include a Supporting Statement of approximately

250 words with your CV which will be used should a ballot be required.

12

TIME COMMITMENT AND EXPENSES

On average, there are seven to nine full meetings of Council per year. A Council member is expected to attend all such meetings and any meetings of committees of the governing body to which they are appointed. Council meetings are generally held on Friday afternoons and the first meeting of the new Council will be held in October 2020.

The likely overall time commitment required of Council Members is 12-15 days per annum.

The GNRC Committee meets five times a year and reports directly to the Council.

Membership of the Council is not remunerated, but members are encouraged to reclaim all travelling and similar expenses incurred in the course of University business, via the University Secretary. The Office of the University Secretary also provides full administrative and clerical support to members.

PERIOD OF APPOINTMENT AND COMMITTEES

Members shall hold office for a period of four years and are eligible for re-appointment for one further period of four years.

A Member who has served for two periods of four years shall not be eligible for re appointment.

Where a Member assumes the statutory office of Pro-Chancellor or Honorary Treasurer that member will begin a new term of membership on his or her assumption of that office and be limited as to eligibility for re-appointment to one further period of four years.

Members of the Council are expected to play a full part in the business of all Committees to which they are appointed. Members will also be encouraged to attend formal University events such as graduation ceremonies, corporate events, professorial lectures and so on.

12

Appointment Details INDUCTION, DEVELOPMENT AND APPRAISAL

Members should attend any induction arranged by the University and should participate in appropriate development opportunities, which will be drawn to their attention by the University Secretary.

An initial induction will be held in September 2020. Further details including the agenda, times and venue will be confirmed upon appointment.

Following initial induction, members will regularly receive information as appropriate, as well as relevant publicity material about the University to help them stay up-to-date with developments. There is an onus on members to keep themselves informed and to take advantage of appropriate development opportunities.

Appointment Details

Personnel SpecificationKnowledge and experience Essential/ Desirable

Experience at senior executive or board level and working in or engaged with business, commerce, economic or rural regeneration, the financial sector, the voluntary/ community sector, or the public sector.**

E

Ability to make a significant contribution to the strategic direction of the University. E

Ability to help address current issues in the higher education sector and an understanding of the distinctive context in which the University operates. D

Awareness of the operational issues of managing a University, for example:

*The Council is particularly keen to hear from applicants with these skills ** In relation to GNRC vacancies, experience of senior staff remuneration matters would be particularly welcome

E

Personnel Specification 13

• financial investment / sustainability

• strategic HR*

• accountancy / audit *

• legal*

• regulatory / governmental

• risk management

• higher education policy

• quality and standards

• widening access

• corporate finance

• estate management*

• information technology / digital futures

• equality and diversity

• experience of Northern Ireland affairs

• change management*

• monitoring performance

continued

14

Personal qualities Essential/ Desirable

Commitment to Higher Education and in particular to the values, vision and goals of the University E

To respect and be constructive about other members’ opinions in discussions, and in response to staff members’ contributions at meetings E

To be able to think independently and draw on experience from other sectors/institutions/locations for the benefit of the University E

To be able to respect boundaries between executive and governance functions E

To be able to maintain confidentiality on sensitive information and that which is commercially confidential, demonstrating integrity and tact E

To be able to think strategically and support the formulation of long-term strategy for the University E

To be able to commit adequate time to prepare for and attend Council meetings and to undertake other appropriate engagements/activities, such as attendance at University graduation ceremonies and hosting University functions as appropriate.

E

Personnel Specification

To apply for these roles, please provide the following documents and indicate whether you are applying to become a member of Council or GNRC or both:

• An up-to-date CV.

• A supporting statement (maximum two pages) that outlines your interest in the University and role, and your fit against the essential experience criteria set out in the person specification and role description (note UU staff should also provide a short 250 word supporting statement).

The University is committed to equality of opportunity and good relations. To support this, we welcome applications from people who can enhance the diversity of the Council’s membership. Appointment will be made on merit.

We would welcome applications from all communities and are particularly encouraging members of the Black, Asian and Minority Ethnic, disabled and LGBT+ communities to join us.

Please apply to e.mullan@ulster.ac.uk

The closing date is Monday 20 July 2020 at 5pm.

If you want to know more about the role, please visit www.ulster.ac.uk/about/governance or contact the University Secretary:

Mr Eamon MullanT: +44 (0)28 7012 4533e.mullan@ulster.ac.uk

All applications will be acknowledged. Please check spam filters to ensure no communication is lost.

Selection Process 15

How to ApplyEqual Opportunities Monitoring Form

Please complete and return our equal opportunities form.

Please note this form is regarded as part of your application and failure to complete and return it will result in your application not being considered.

This information will be treated in the strictest of confidence and protected from misuse and stored and processed within the requirements of the General Data Protection Regulations and the Data Protection Act 2018. It will be used only for the purpose of monitoring our equal opportunity policies.

Selflessness Holders of public office should take decisions solely in terms of the public interest. They should not do so in order to gain financial or other material benefits for themselves, their family, or their friends.

Integrity Holders of public office should not place themselves under any financial or other obligation to outside individuals or organisations that might influence them in the performance of their official duties.

Objectivity In carrying out public business, including making public appointments, awarding contracts, or recommending individuals for rewards and benefits, holders of public office should make choices on merit.

Accountability Holders of public office are accountable for their decisions and actions to thepublic and must submit themselves to whatever scrutiny is appropriate to their office.

Openness Holders of public office should be as open as possible about all the decisions and actions that they take. They should give reasons for their decisions and restrict information only when the wider public interest clearly demands.

Honesty Holders of public office have a duty to declare any private interests relating to their public duties and to take steps to resolve any conflicts arising in a way that protects the public interest.

Leadership Holders of public office should promote and support these principles by leadership and example.

ulster.ac.uk

Appendix 116

The SevenPrinciplesof Public Life