Board of Governors

The University’s organisational structure is typical to other higher education institutions. It includes the following key role holders:

The Chair of the Board of Governors

The Chair is responsible for leadership of the Board. As Chair of Board meetings, he/she is responsible for ensuring that the necessary business of the Board is carried out efficiently, effectively, and in a manner appropriate to the proper conduct of public business. The Chair is responsible for ensuring that the Board exercises collective responsibility and encourages all members to work together effectively, contributing their skills and expertise as appropriate.

The current Chair of the Board of Governors is Mark Burdon who took up this appointment in 2025.

The Vice-Chancellor and Chief Executive

The Vice-Chancellor and Chief Executive is the executive head of the University and has overall responsibility for its leadership and management, including making proposals to the Board about the educational character and mission of the University and for implementing the decisions of the Board. The Vice-Chancellor also holds responsibility for determining the University’s academic activities, following consultation with Academic Board. As ‘accountable officer’, the Vice-Chancellor is responsible to the Board for ensuring compliance with the terms and conditions of funding and for providing the OfS with clear assurances about compliance.

The current Vice-Chancellor and Chief Executive is Sir David Bell, who took up his post in 2018.

University Executive

University Executive is the University’s senior leadership team, led by the Vice-Chancellor and Chief Executive.

The Clerk to the Board of Governors

The Clerk to the Board of Governors is accountable to the governing body and provides advice to the governors and its committees on governance, constitutional and procedural matters. The Clerk is responsible for providing efficient administrative support to the governing body and its committees, ensuring the governing body is properly constituted and that procedures are managed effectively within legal requirements.

The current Clerk to the Board of Governors is Andrea Walters, Chief Operating Officer.

Fundamentally, the Board has ultimate responsibility for the mission, vision, values, and strategy of the University which will be shaped and delivered by the Vice-Chancellor and the University Executive.

Governing bodies also hold responsibility for determining the 'educational character and mission of the University and for oversight of its activities’. This responsibility cannot be delegated. However, the Articles also clearly set out the key responsibilities of the Vice-Chancellor and Academic Board in relation to academic governance.

The Board's other key responsibilities, which cannot be delegated to another body or individual, include:

• the effective and efficient use of resources, the solvency of the University, and for the safeguarding of its assets;
• approving annual estimates of income and expenditure;
• the appointment, grading, suspension, dismissal, and determination of the pay and conditions of service of senior post holders (the Vice-Chancellor and Chief Executive and University Executive).
• the appointment, grading, suspension, dismissal, and determination of the pay and conditions of service of senior post holders (the Vice-Chancellor and Chief Executive and University Executive).
• setting a framework for the pay and conditions of all other staff.
• the assignment and appraisal of the Principal (the Vice-Chancellor and Chief Executive).

The Board of Governors meets six times per year and also holds an annual workshop, usually in early spring, to briefly review the previous academic year and plan ahead for the medium to longer term.

Committees of the Board

In addition to the Board of Governors, the University is supported in its activities by a number of committees: Finance, Development and Resources Committee, People and Remuneration Committee, Audit and Risk Committee, and Academic Assurance Committee.

The Board's committees are remitted to consider and deal with specific business in more depth than would be practicable at full Board meetings. In some cases, the committees have delegated authority from the Board to make decisions in relation to specific areas of business. They may also provide detailed scrutiny and assurance which may lead to an endorsement or recommendation for final Board approval. The responsibilities of each Committee of the Board are outlined in their respective terms of reference.

Finance, Development and Resources Committee

Finance, Development and Resources Committee has delegated authority from the Board of Governors for general oversight of and provision of advice to the Board on the use of resources, the solvency of the University and arrangements for safeguarding its assets. Finance, Development and Resources Committee meets on a quarterly basis.

People and Remuneration Committee

People and Remuneration Committee has delegated authority to have oversight of the membership of the Board of Governors, including appointments, induction, training, and development. The Committee has specific responsibility delegated by the Board of Governors to determine the remuneration of the Vice-Chancellor and Chief Executive and other senior post-holders (the University Executive). The Committee also has delegated authority for general oversight in relation to pay and conditions of service and employment policies and practices.

Academic Assurance Committee

Academic Assurance Committee has delegated authority from the Board of Governors to oversee the University’s compliance with appropriate academic quality standards and associated external academic regulations set by bodies such as the Office for Students and Ofsted. The Committee also oversees the University’s delivery of the Student Success Plan and the Research and Knowledge Exchange Plan.

Audit and Risk Committee

Audit and Risk Committee provides an independent means through which the Board of Governors receives assurance on the University's internal control environment in its widest sense. Its role is to test the adequacy and efficiency of systems of risk and internal control using a range of sources of assurance.

The specific functions of Audit and Risk Committee include the appointment of external auditors, internal audit provision and associated arrangements, and considering the major findings and management responses from audit investigations. The Committee keeps under review the effectiveness of risk management, control, and governance arrangements. Audit and Risk Committee holds five meetings per year in September, November, February, April, and June.