Committees of the University Executive Board

Overall Purpose:

The Business Engagement and Innovation Committee (BEIC) supports and advises the Deputy Vice Chancellor for Business Engagement and Innovation on matters relating to the management and strategic direction of the University in relation to business engagement, innovation, commercialisation activity on a national and international basis, and regional engagement.

This includes:

1. Developing and delivering the relevant Business Engagement and Innovation strategies and the relevant elements of the University’s 2030 Strategy.
2. Overseeing, developing and managing proactively business engagement, regional engagement and innovation strategies and policies; and to advise, influence and assimilate associated strategies that have a bearing on business engagement, regional engagement and innovation activity.
3. Developing and monitoring implementation plans and providing leadership with all associated activities.
4. To oversee, receive and discuss reports and recommendations regarding Faculty level business engagement, collaborative research and commercial activity, innovation and regional engagement strategies and policies.
5. To provide leadership in influencing regional, national and international business, innovation and sectoral policy development, and national and regional policy on economic development and skills.
6. To review and prioritise the portfolio of institutional strategic and complex infrastructural projects relating to business engagement and innovation.
7. Shaping strategy and policy to support researcher communities and entrepreneurship.
8. Shaping strategy and policy to ensure effective and ambitious business engagement, innovation and regional engagement operations.

Chair: Deputy Vice Chancellor (Business Engagement and Innovation)

Overall Purpose:

The Climate and Environmental Crisis (CEC) Board is responsible for providing strategic oversight to the University’s sustainability commitments embodied in its Environment and Climate Emergency Policy Statement, and for coordinating the University’s contribution to the UN Sustainable Development Goals (SDGs).

This includes:

1. Providing strategic and cross-university advice on programmes to deliver against the University’s sustainability commitments, including net-zero target and net-gain biodiversity.
2. Approving or endorsing strategies and policies relating to sustainability.
3. Overseeing the development and successful delivery of supporting policies and plans including, but not limited to, Travel Plan, Sustainable Procurement Policy, Biodiversity Action Plan, Waste Strategy, Communications and Engagement Plan.
4. Mapping the University’s contribution to the UN SDGs and facilitating university-wide activity to support the achievement of these.
5. Engendering a university culture that supports delivery of sustainability commitments.
6. Ensuring that sustainability is embedded into university governance, planning, risk management, decision making and operations.
7. Establishing Task and Finish Groups as appropriate to deliver on specific initiatives.
8. Providing advice and challenge on required budgets to meet commitments.
9. Receiving reports from the Advocate Climate Taskforce on the production and implementation of Faculty and Divisional Sustainability Plans.
10. Monitoring progress against the implementation of the policy statement and produce an annual sustainability report that will be made publicly available.
11. Reviewing sustainability management systems (e.g. ISO14001 and ISO20400) audit outcomes and ensure continuing suitability, adequacy and effectiveness.
12. Demonstrating leadership for sustainability matters at the University.

Chair:

Senior Vice-President and Provost (Joint Chair)
Senior Vice-President Registrar and Secretary (Joint Chair)

Overall purpose

The Compliance Committee has oversight responsibility for the University’s key compliance functions, and for the oversight and development of the University Compliance Framework. It has responsibility for the development and approval of compliance and related policies and procedures, and for compliance project prioritisation and delivery.

Key compliance functions include:
- Legal and Regulation (including the Office for Students regulatory framework)
- Health and Safety
- Information Governance and Data Security
- Prevent and Safeguarding
- Business Continuity and Emergency Planning
- University Insurance arrangements
- University Travel Management
- Research governance, ethics and compliance - Institutional governance arrangements - Estates and technical compliance matters - Oversight of Statutory returns
- Oversight of Due Diligence Processes - Internal Audit Actions

The following committees will report to the Compliance Committee by copy of the minutes for consideration at the next scheduled meeting of the Committee after the relevant group meeting and that the relevant chair highlights any matters to consider.
-The Health and Safety Consultative Committee
-The Information Steering Group
-Prevent Compliance Group
-Safeguarding Group
-Travel Group
-Business Continuity Group

Chair: Senior Vice-President and Registrar & Secretary

Overall purpose

The Cornwall Campuses Strategy Group (CCSG) is responsible for overseeing the development of a joined-up programme of activity to implement the University’s strategic ambitions for Cornwall in line with Strategy 2030, the Cornwall 2030 Delivery Plan and KPIs.

This includes:

1. Ensuring that activity on our Cornwall Campuses delivers and enables strategic road maps of Faculties
2. Ensuring that activity on our Cornwall Delivery Plan is aligned with regional priorities
3. Monitoring Cornwall Campuses Net Zero targets including Masterplan and Infrastructure requirements for teaching and research
4. Monitoring the Cornwall 2030 Delivery Plan and KPIs
5. Monitoring the Civic University Agreement (CUA) projects tracker

Chair: Vice-President and Deputy Vice-Chancellor (Cornwall)

Overall purpose

Education and Student Experience Executive Committee (EdSEEC) is responsible for the delivery of the University’s Education Strategy 2019-25 and oversight of the student academic experience within the University’s 2030 Strategy. Operational and policy matters related to academic quality, programme approval, and education regulations fall under the Education Board, which reports to Senate. EdSEEC focuses on the strategic direction of academic quality and is responsible for the University’s performance against Education KPIs. Education Board is chaired by the Dean for Taught Students and the Director of Teaching Excellent and Student Experience, ensuring strong links between the two groups.

This includes:

1. Accountability to UEB for the ongoing management of all matters relating to the delivery of education and student academic experience.
2. Responsibility for and the management of an institutional approach to the continuous improvement of teaching, learning and the student academic experience.
3. Responsibility for effective engagement with students and ensure that the student voice is appropriately integrated into decision making and policy development.
4. Promoting the advancement of Success for All Our Students, inclusion and sustainability through education, pedagogy and curriculum;
5. Ensuring a continued focus on supporting students to enhance their employability.
6. Providing a forum for the sharing of best practice in relation to Education across Faculties and Professional services.
7. Responsibility for education project prioritisation and delivery.
8. Reviewing and Prioritising the portfolio of institutional strategic and complex infrastructural projects relating to education and impact matters. This might include physical or digital infrastructure projects or complex projects involving multiple departments and directorates.

Chair: Vice-President and Deputy Vice Chancellor (Education)

Overall purpose

The Global Engagement Committee (GEC) oversees the University’s global activities and delivery of the Global Strategy.

This includes:

1. Overseeing development and delivery of the Global Strategy and addressing associated opportunities, challenges and risks, ensuring alignment of regional and country activities to deliver the aims of the Global Strategy.
2. Ensuring a coordinated approach to global activities across Faculties and Professional Services, including delivery of Faculty Global Plans
3. Overseeing global partnership development including: helping to share and recommend proposals for institutional priority partnerships; monitoring and advising on other partnership activity; reviewing and approving global partnership proposals, with responsibility delegated to the Chair; reviewing any amber risk factors identified during the due diligence process
   for any global partnership and making a decision on whether or not to proceed within the framework of the University’s Partnership Principles (red risks will be escalated to UEB and consultation undertaken with the Chair of Council to determine if Council approval required);
4. Overseeing international initiatives contributing to development and implementation of the University’s Global Advancement agenda, including contributions and support from overseas alumni.
5. Overseeing work aimed at maintaining and enhancing the University’s global reputation and rankings positions.
6. Reviewing and agreeing the University’s strategy for student mobility.
7. Reviewing and prioritising the portfolio of institutional strategic and complex infrastructural projects relating to global engagement. This might include physical or digital infrastructure projects or complex projects involving multiple departments and directorates.

Membership and nominated representatives

Chair: Vice-President and Deputy Vice Chancellor (Global Engagement)

Overall purpose

The Recruitment and Admissions Group (RAG) is responsible for development and implementation of the University’s student recruitment strategy and oversight of taught student recruitment (home and international), marketing and admissions activity, reporting to the University Executive Board (UEB). The Group will review business cases related to student recruitment and oversee the progress of these investments, reporting on the latter to the Strategic Investment Committee (SIC).

This includes:

1. Overseeing (and via the Chair being accountable) for the development and delivery of the University’s taught student recruitment strategy (including longer-term strategy).
2. Accountability for recruitment activity, ensuring delivery against targets and performance indicators and reporting on these to UEB and Council.
3. Reviewing and monitoring the in-year admissions position for taught students (UG and PGT, home and international, including turnaround times, no-shows/decliners, etc.) and making tactical decisions as required to coordinate and support all aspects of the work of EEG and faculties in delivering in-year and five-year targets.
4. Liaising with the Doctoral College, which is responsible for PGR reporting, and receiving summary reports from the PGR Recruitment Group, which reports to RIEC; supporting PGR activity with guidance on decisions relating to agents, sponsors, pricing and fee waivers/incentives.
5. Maintaining oversight of other areas of recruitment activity including degree apprenticeships, TNE and online provision, through periodic reporting at meetings.
6. Discussing and agreeing on admissions tactics and endorsing major changes to admissions requirements (including English language) following recommendations from APG, ensuring that data on and Faculty feedback relating to student success has been given due consideration and that changes are consistent with the published Admissions Policy as well as the Ordinances and Regulations relating to admissions;
7. Reviewing the annual and five-year taught student recruitment targets (for the University and its constituent faculties) as overseen by the Senior Vice-President and Provost and Planning Team. RAG will monitor recruitment against targets, consider the operational implications of these targets, and provide feedback to faculties and UEB on achievability of delivering target numbers within available resources,
8. Reviewing and providing feedback on early drafts of business and investment cases related to student recruitment activity (including faculty and EEG projects), and scrutinising final business and investment cases; monitoring progress, ensuring return on investment, and providing feedback and reporting to SIC and UEB where required.
9. Coordinating reporting to UEB, Council and Senate regarding the admissions position.
10. Monitoring UK government and OfS policy with regard to home and international admissions and adapting student number planning and tariff targets as appropriate.
11. Receiving and making recommendations on market reports relating to home and international student trends, and on policies adopted by other providers.
12. Reviewing and scrutinising entry criteria/typical offers, pricing of unregulated programmes, and scholarships with feedback to faculties as appropriate.
13. Recommending and overseeing the institutional approach to confirmation and clearing, which will then be overseen by the Confirmation and Clearing Monitoring Group who will provide an annual review (and recommendations) relating to confirmation and clearing to RAG.
14. Reviewing and enhancing activity to optimise state school and Widening Participation recruitment, including engagement with schools, colleges and academies and targeted digital marketing campaigns. Reporting, where necessary, to UEB and Council and interfacing with the Success for All Strategy Group.
15. Proactively identifying, managing and mitigating risks associated with taught-course recruitment and admissions.
16. Interfacing with the Taught Portfolio Review Board and with Education teams, receiving reports where required and providing guidance on meeting new course recruitment targets.

Chair: Vice-President and Deputy Vice Chancellor (Global Engagement)

Overall purpose

The Research and Impact Committee (RIEC) supports and advises the Vice-President and Deputy Vice Chancellor for Research and Impact on matters relating to the management and strategic direction of the University in relation to research and impact, including postgraduate research.

This includes:

1. Providing oversight and leadership of the University’s research culture strategy and policies to support researcher communities (this includes ethics and integrity and PGR/ECR strategic plans).
2. Shaping strategy and policy to support research activity and income generation (this captures funder engagement and managing strategic funds, e.g. QR funding).
3. Shaping strategy and policy to ensure effective and ambitious research, and impact operations.
4. Ensuring effective research governance and performance monitoring and management (including planning, research initiatives, e.g. University Institutes and Exeter Research Networks);
5. Prioritise and oversee research-focused institutional strategic and complex infrastructural projects.
6. Developing a sustainable research model

Chair: Vice-President and Deputy Vice Chancellor (Research and Impact)

Overall purpose

The Strategic Investment Committee (SIC) oversees the alignment of the University institutional strategy and the associated programmes of work with the deployment and management of its resources. SIC is also responsible for scrutinising and managing Strategic Investment and associated programmes of work This includes Major Strategic Initiatives within the approved Capital Plan and Strategy 2030 Delivery Plan.
The Strategic Investment Committee has the following sub-groups to scrutinise operational matters and manage delegated budgets where appropriate:
I. Capital Management Group (chaired by the Senior-Vice-President and Registrar & Secretary) (See further detail below)
II. 2030 Digital Strategy Group (chaired by the and Senior Vice-President and Registrar & Secretary)
III. IT Strategy Group (chaired by the Senior Vice-President and Registrar & Secretary) (See further detail below)
IV. Enabling Strategy 2030 (co-chaired by Senior Vice-President and Provost and Senior Vice-President and Registrar & Secretary).

Chair: Senior Vice-President and Provost
Deputy Chair: Senior Vice-President and Registrar & Secretary

Overall purpose

The Wellbeing, Inclusion and Culture Committee (WICC) focuses on our People Strategy and, in doing so, seeks to embed inclusion, wellbeing and cultural competency with high performance throughout the University.

This includes:

1. Developing the strategic direction of the University’s culture, inclusion and wellbeing priorities, and its positive relationship to high performance in conjunction with relevant academic, professional services and student committees.
2. Overseeing the implementation of WICC priorities and its resourcing.
3. Facilitating multi-level cross institutional communication and supporting the Faculty, Professional Services and the Student Success for all WICCs to progress their culture change work.
4. Reviewing the portfolio of strategic institutional and complex infrastructural projects, making recommendations in relation to the impact on inclusion, wellbeing and culture.
5. Developing responses to new national policies and regulation relating to inclusion, diversity and wellbeing.

Chair: Vice-President and Deputy Vice-Chancellor (People and Culture) and Executive Divisional Director of Human Resources.
Chair: Senior Vice-President and Provost
Deputy Chair: Senior Vice-President and Registrar & Secretary