The Performance, People & Resources Committee seeks assurance and advises Governing Council on matters relating to the: execution of the strategic vision and core strategies of the University and the University group, business plans, financial performance and forecasting, commercial strategy, execution of the people and culture strategy, University estates, digital strategy, and the financial and environmental sustainability of the University group.
1. Framework
1.1. The Committee adheres to the University reporting classifications:
1.2. Approve – where the Committee has authority or requirement for approval
1.3. Ratify - confirmation of a decision/recommendation delegated by the Board to a lower-level Committee;
1.4. Recommend – where the Committee has responsibility to consider the detail and make recommendation to the higher level body;
1.5. Consider – where the Committee is being asked to give feedback/suggestions;
1.6. Note – where no action is required other than the Committee’s oversight/knowledge.
In addition the Committee:
1.7. Reviews – where the Committee commissions a report on a specific matter that it considers falls within its mandate as defined by schedule of delegation or which have been specifically authorised by GC;
1.8. Monitors – where the Committee keeps an evolving or ongoing matter under review prior to taking further action;
1.9. Advises – where the Committee of its own volition wishes to draw the attention of another body of the University to a particular matter.
More specifically, Governing Council has delegated powers to the Committee which are set out in the schedule of delegation. In addition, the Committee is expected to:
2. Strategy
2.1. Consider the process of setting, and to monitor the execution, of University’s corporate strategy and the University Group.
2.2. The consideration and monitoring should take into account the University’s Institutional Success Measures (ISMs), financial performance and forecasting, budget and other performance targets, Treasury policy, investment strategy and performance, and the target operating model.
3. Finance and Forecasting
3.1. Consider and recommend to Council the annual budget for the University and the University group;
3.2. Monitor the financial performance of the University and the University group through consideration of the year-to-date and year-end management accounts and financial forecasts relative to the agreed budget and other performance targets;
3.3. Recommend to Council the treasury policy and investment strategy and to monitor investment performance;
3.4. Approve expenditure on major capital items and other items, and disposals of land and buildings, including charges on land, as permitted by the financial regulations or as powers delegated to the Committee by the Council in accordance with the University’s financial regulations.
4. Commercial
4.1. Seek assurance on the execution of strategy for profitable revenue generation from all sources, including but not limited to: undergraduate and postgraduate students, third-stream income, research and innovation, and new commercial ventures.
4.2. Seek assurance on the execution of the University’s procurement strategy.
4.3. Consider and recommend the establishment of major external operations and the establishment of associated businesses of the University and monitor their conduct and financial performance;
4.4. Advise Council regarding the performance of wholly owned subsidiaries of the University as an integral part of the University Group.
5. People and Culture
5.1. Seek assurance on the execution of the people and culture strategy, including resourcing, employee relations, unions, employee engagement including survey data, and monitor the effectiveness of the University’s management of people and culture through the performance management framework;
5.2. Seek assurance and advise Council on the application of staffing policies, procedures, working arrangements, and relevant legislation;
5.3. Seek assurance on and advise the Council on the affordability of pay, pension, and remuneration arrangements for staff;
5.4. Review information relating to people and culture, employment legislation and industrial relations.
5.5. Ensure the staff voice is represented at Board level through an internal and external communication strategy which reflects the engage and enable culture of the University.
6. University estates
6.1. Oversee execution of the overall estates strategy and within that:
- Disposals of and additions to the University Estates;
- The condition of the University Estates;
- The University Estates’ fitness for purpose;
- Asset utilisation, the efficient use of space and the planned development of the Estates;
6.2. Monitor and advise Council regarding progress in the implementation of estates plans;
6.3. Consider the execution of strategy relating to student accommodation and its financing.
7. Digital
7.1. Approve the development and implementation of the University’s Digital Strategy, seek assurance on progress, impact and resourcing where appropriate in accordance with the University’s governance structures and Financial Regulations, to enable and champion automation, focussing on enabling the University to embrace digital tools to automate processes, in order to improve effectiveness and efficiency.
7.2. Seek assurance on the implementation of appropriate top-down digital developments.
7.3. Review and seek assurance on the execution of the University’s digital strategy except where it is within the remit of the Audit & Risk Committee’s terms of reference,
7.4. Review and seek assurance on the University’s digital strategy partners, technologies and value for money.
8. Sustainability
8.1. Seek assurance and advise Council on the University’s financial and environmental sustainability.
9. Composition
9.1. The membership shall include:
- An independent governor appointed as Chair of the Committee;
- In addition, at least three governors, the majority of whom must be independent;
- The Vice-Chancellor;
- 1 Staff Governor;
- 1 Union of Students' Sabbatical Officer member of Governing Council.
9.2. Members of the Committee are not permitted to serve on Audit and Risk Committee while they serve on PPRC.
10. Meetings
10.1. The Committee is expected to meet at least five times per year. Members and attendees may attend in person or by video or telephone link subject to prior approval of the Chair.
11. Officers in Attendance and Quorum
11.1. The senior managers in attendance are nominated by the Vice-Chancellor subject to agreement by the Chair.
11.2. Quorum is three members, with a majority being independent.