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Governance and Management Structure

Governance and Institutional Organogram

The Governance of Newbold College of Higher Education

Membership and Terms of Reference
Voted on 23 May 2021

In September 2020 the Board of Governors voted a new structure for the governance of the College. In the light of the current reorientation of the College, the Board of Governors approved a revised structure in January 2021 and this latest revision of May 2021 proposed some additional appropriate changes in nomenclature and responsibilities.

Meets in January, March, May, July, September and November.
The Board of Governors has full executive powers as set out in its terms of reference below. It should also be noted that:

  1. It recommends to the TED Executive Committee the appointment of the Principal
  2. It recommends to the TED Executive Committee the appointment of the Head of the Centre for Ministry and Mission (CMM)
  3. It recommends to the Annual General Meeting (AGM), in line with Charity Commission regulations, the appointment and remuneration of the Auditors
  4. It recommends to the AGM in May or to the Stakeholder Forum in November names for the election of Governors as specified
  5. It recommends any potential constitutional changes to the Newbold College Company Ltd at the AGM.

It also provides information updates through the Principal and CFO at the AGM in May, and at the Stakeholder Forum session in November.


TED President (Chair), BUC President (Vice-Chair), Principal (Secretary), TED Executive Secretary, TED CFO/Treasurer, TED Ministerial Association Secretary, TED Education Director, three Union Presidents nominated by the Presidents’ Group, SEC and NEC Presidents, five Governors nominated by the TED Executive  Committee (including one secondary school head, one external expert from the Higher Education sector, and at least two lay members), BUC Education Director, and one lay member nominated by the BUC Executive Committee. Up to two staff observers, elected by the staff, are invited to attend meetings as appropriate and as invitees.

Terms of Reference

  1. Function as the main policy-making body of the College
  2. Decide the mission and strategic vision of the College, long-term academic and business plans and key performance indicators, ensuring that these meet the needs of the owners of the College
  3. Decide on the College’s mission and vision statements and ensure that the direction and spiritual tone of the College are in keeping with the expectations of a Seventh-day Adventist higher education provider and as overseen by the College’s owners in consultation with stakeholders
  4. Receive and respond to evaluations and reports from validating/accrediting bodies through the Senior Leadership Team and the College’s Learning, Teaching and Student Experience Council
  5. Approve the College’s current and future plans of operations, including validations and external academic partnerships, and receive periodic reports to that end
  6. Approve the College’s annual budget and long-term financial plans, receive regular reports which assure that operations remain within budget, approve salary and fee changes, and ensure that all resources are properly protected and that new revenue streams are pursued
  7. Act as trustee for any property, legacy, endowment, bequest or gift in support of the work and welfare of the College
  8. Ensure that systems are in place for meeting all the College’s legal obligations, including those arising from contracts and other legal commitments made in the College’s name
  9. Be responsible for establishing a human resources strategy for the College
  10. Receive assurances that appropriate provision has been made for the overall welfare of students
  11. Conduct annual evaluations of the Principal in line with published guidelines
  12. Ratify the appointment of other members of the Senior Leadership Team as recommended by the Chair in liaison with the Principal
  13. Review and ratify new academic programmes at the College and discontinue current programmes as necessary
  14. Set up appropriate ad hoc sub-panels that will report back to the full Board of Governors on specific matters requiring research beyond the capabilities of the larger Board membership
  15. Ensure the assessment of risk and the maintenance and updating of a risk register, in line with UK government regulations with regard to higher education providers and property
  16. Other items as appropriate.
Institutional Organogram
Voted on December 2021
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