Committee Handbook

Introduction

Purpose

1. Committee work brings together staff and students from across the University to allow consensus and ownership in decision-making. Committees combine expertise gathered from several areas and stimulate new ways of thinking, and are often required to take difficult decisions. The committee structure is an essential part of University governance.
2. This Handbook is designed to help all staff and students involved in the committee work at Northeastern University London (the University). It aims to provide an overview of committee work, identifies good practice, and details specific guidance for committee Chairs and Secretaries.

Scope

3. This Handbook is intended to apply to all University committees and explain the rules of behaviour that apply to all committee members.
4. Whilst it is expected that the majority of committees will meet these expectations, there may be occasions where a Chair feels that elements of this Handbook are not appropriate for their committee; in such cases, matters should be discussed with the Quality Team.

Definitions and Resources

5. Throughout the Handbook, the term ‘committee’ is used to mean Board, Team, Group, Committee or Sub-committee unless the context clearly shows otherwise.

Terms of Reference

6. Each committee has specific ‘Terms of Reference’ that define the nature of its work, including its membership, powers, duties and responsibilities.
7. Governance structure diagrams and committee Terms of Reference can be found in the University’s Academic Handbook.

Decision-Making Process and Committee Structures

8. Two separate bodies have ultimate responsibility for the character, organisation and function of the University. These are: Academic Board and Northeastern London Board.
9. The way in which these two Boards operate and connect with each other is fundamental to securing and improving quality and standards within the University.

Academic Board

10. Academic Board is the academic authority of the University and shall take such measures, as required, to best promote the academic and professional work of the University, safeguard standards and to ensure that students receive a high-quality academic experience whilst studying at the University. This academic authority is exercised within a budgetary and strategic framework set by Northeastern London Board.
11. Therefore, it is responsible for regulating and directing the academic work of the University, including the curriculum, teaching, assessment and research. It has oversight of the University’s academic management and all aspects of quality and standards associated with the University, including academic related policies and procedures. It has the powers to make regulations and policies affecting academic practice.

Northeastern London Board of Governors

12. Northeastern London Board of Governors (Northeastern London Board) is the statutory board of the legal entity Northeastern University – London that owns the brand ‘Northeastern University London’ and through which the University operates, including its relationship with regulatory bodies and partner organisations.
13. Overall legal, and therefore regulatory, responsibility for the University rests with Northeastern London Board, who has ultimate fiduciary responsibility.

Types of Committees and Groups

14. All committees should be clearly defined and categorised as per the following classifications:
    1. Standing Committee: Created by standing orders, rules, by-laws or regulations of an organisation i.e., formal University committee, e.g., Academic Board and its sub-committees.
    2. Non-standing Committee: A Non-Standing Committee is a committee that meets intermittently or only when needed, e.g., Student/Staff Disciplinary Panels. Non-Standing Committees normally report to Academic Board or Northeastern London Board.
    3. Sub-group: A sub-group is a subordinate entity of a Standing Committee normally set up to discuss specific topics, e.g., a Programme Approval Committee is established to approve a particular programme.
    4. Working Group: Created for a particular purpose and timeframe. The group is dissolved once the job has been completed.

Standing Committees and Sub-Committees

15. Academic Board establishes its committees and sub-committees to assist it to fulfil its responsibilities and to function effectively.
16. A committee of Academic Board may propose the establishment of a sub-committee, subject to the approval of Academic Board. In all cases where the creation of a sub-committee is proposed, the Constitutions (membership / terms of reference) must be provided. In preparing the constitution, consideration should be given to the following:
    1. The functions of the committees and sub-committees should be distinguished in terms of their respective ‘strategy / policy and operational / specialist’ responsibilities;
    2. The decision-making powers of a committee or sub-committee and general duties and responsibilities should be clearly specified;
    3. It is advisable that the Chair of a sub-committee is a full member of the ‘parent’ committee.
17. In approving the establishment of a committee or sub-committee, Academic Board should give careful consideration to the following:
    1. Is there really a need for this committee?
    2. Are the objectives of this committee clear and achievable?
    3. Do the terms of reference overlap with that of another committee?
    4. Is the composition appropriate for the terms of reference?
    5. Is the membership sufficiently representative (including student membership)?
    6. Are there any omissions from the membership?
    7. Is the proposed membership larger than is necessary?
    8. Do the proposed terms of reference and membership reflect the principles of equality and diversity?

Working Groups

18. A committee may set up a working group to review, investigate, assess, evaluate, audit, consult, develop or implement a specific issue/development. Where this occurs, the committee is responsible for determining:
    1. the remit and membership of the working group and setting a time limit for the group’s existence
    2. the membership which can be drawn from the wider University community, although each group should be chaired by a member of the committee
    3. who from the membership will have responsibility for the production of notes and final reports (working groups are not normally serviced by secretaries)
    4. the establishment and remit of the working group to minimise the proliferation of such groups.

Committee Members and Attendees

19. Membership of committees and groups should be derived from as wide a spectrum of the University community as possible (academics, professional staff, and students).
20. Committee members should be carefully selected. Members need to be willing participants and interested in achieving the purpose / goal of the committee. Members should be reasonably knowledgeable in the area of the committee’s remit and responsibility.
21. It should be clear as to the capacity in which an individual is serving on a committee or group as representing:
    1. Their Department or Faculty
    2. The staff view (academic or professional service)
    3. The student view
    4. Their informed or expert view (i.e., normally relating to their role within the University)
22. Committee members should be receptive and open to new ideas and others’ opinions, as objectives will be accomplished through open discussion.
23. There is an expectation that work is undertaken by members (and others) outside of the meeting, i.e., preparing policies, discussion papers, etc.

Categories of Committee Membership

24. There are five categories of membership at any given meeting:
    1. Ex-officio: A member of staff automatically becomes a member of a committee because of their title or role within the University, for example the Registrar is a member of the Senior Management Team. Ex-officio members continue in membership as long as they hold their qualifying post.
    2. Representative: A member of staff who is nominated as a member of the committee to represent a particular area, e.g., a particular Faculty or Department. A representative member is normally appointed for a period of two years.
    3. Co-opted: A member of staff or a student is asked to become a member of a committee because of expertise in a given subject. The co-option of a member is at the discretion of the committee, and co-opted members will attend for as long as the committee deems necessary.
    4. Student representative: Students chosen or elected from among the student body to represent their fellow students, normally for a particular course / programme of study. Student representatives are confirmed annually.
    5. In attendance: Member(s) of staff with responsibilities in the areas of the work of the committee may choose to attend, or be requested to attend. Those in attendance do not have voting rights.
25. Standing invitations and occasional invitations are also at the discretion of the committee to prevent the unnecessary co-option of members.
26. Membership of University committees is managed by the Quality Team in consultation with other departments and faculties. Details of membership are published on the University website.

Status of Members, Members’ Nominees and Student Representatives

27. Subject to the exception below all committee members have equal status, regardless of their membership category. With the approval of the Chair, a member may nominate a substitute; any such substitute will attend with full membership rights.
28. The only exception to this rule is where student representatives may be required to withdraw for some items of reserved business, particularly items that relate to the consideration of individual students.

Committee Chair Role and Responsibilities

29. The Chair is the Presiding Officer of a meeting, committee or board.
30. The Chair manages committee business in consultation with the Secretary, committee members and other colleagues. The Chair works with the Secretary to ensure appropriate action has been taken on the basis of the committee’s decisions. The Chair will support the Secretary in obtaining the required documentation, and approve agendas and draft minutes in good time. A key responsibility is to ensure that meetings are conducted in a manner that draws upon the full range of expertise and opinion of committee members. The Chair should ensure that there is open and constructive dialogue between committee members resulting (where appropriate) in an agreement on the action(s) that needs to be taken.
31. Senior members of staff usually act as Chair for University-level committees. The Chair has an important role to play in putting the Secretary, and committee members, at ease, and providing an appropriate welcome and induction to the role.
32. The non-gender specific term ‘Chair’ should be used at all committees. The use of the term ’Chairman’ as a generic term for both Chairmen and Chairwomen is inappropriate.

Committee Secretary Role and Responsibilities

33. The responsibilities of the Secretary are to:
    1. Publish the date, time and venue of meetings, taking into account any reasonable adjustments required by members;
    2. Call for agenda items and set agendas in consultation with the Chair;
    3. Investigate the status of actions agreed at previous meetings;
    4. Ensure that all relevant documentation is received within the agreed deadlines;
    5. Check that committee papers are complete;
    6. Compile and distribute agenda and supporting papers;
    7. Record a register of all members in attendance at each meeting;
    8. Take notes during the meeting;
    9. Draft minutes and matters arising documents of meetings;
    10. Ensure (with the Chair) that the terms of reference and membership records of the committee are upheld and regularly reviewed.

Minute Secretary Role and Responsibilities

34. For larger committees, a second Secretary, called a ‘Minute Secretary’, may be appointed who is responsible for some of the duties normally the responsibility of the Secretary. These can include:
    1. Distributing the agenda and supporting paperwork to members;
    2. Taking notes during the meeting and drafting minutes and matters arising documents;
    3. Other duties of the Secretary as outlined above if they are absent or indisposed.
35. The relationship between the Chair and Secretary is key to the success of a committee. The majority of committee business and how it is conducted will be decided through the interaction between Chair and Secretary. The members of staff occupying these posts will change over time, but the benefits of a solid partnership between the two should never be underestimated. Secretaries and Chairs must work as a team, organising, conducting and recording committee business.
36. Servicing of the key University-level committees, i.e., Academic Board and its sub-committees, will normally be co-ordinated by the Quality Team in liaison with those responsible.

Committee Member Role and Responsibilities

37. Members are expected to:
    1. Submit agenda items and papers in line with the rolling agenda items.
    2. Read the agenda and papers thoroughly ahead of the meeting.
    3. Contribute to the discussion appropriately.
    4. Undertake any actions that have been assigned to them by the committee.
    5. Disseminate information to and represent the views of their colleagues.
38. It is important that committee members prioritise attendance at meetings to enable proper discussion to take place. However, if a member cannot attend, for good reason, they should notify the Secretary in order for apologies to be explained and recorded at the meeting.

All Staff and Students’ Roles and Responsibilities

39. All members of staff and students are able to contribute to the committee structure. The University has a duty to ensure that the views of its staff (faculty and professional staff) and its students are represented through the relevant committees.
40. There are a number of ways in which staff and students can become involved in committee work including:
    1. Standing for election to a role, such as a Student Representative.
    2. Encouraging colleagues and students to stand for election.
    3. Accepting an invitation to attend.
    4. Attending as an observer.
    5. Submitting agenda items and papers for consideration.
    6. Providing feedback to Chairs, Secretaries or the Quality Team on the effectiveness of the committee system.

Observer Role and Responsibilities

41. Observers may attend committee meetings at the discretion of the Chair but must withdraw from the meeting room during discussion of reserved business.
42. Observers will normally remain silent for the duration of the meeting and may only contribute at the invitation of the Chair.

Appointment and Election of Committee Members

Appointment of Committee Chairs

43. The Master will act as the Chair of Academic Board and may nominate a Deputy Chair from the members of Academic Board to take the Chair as necessary. This role is normally taken by a Head of Faculty.
44. The appointment of committee Chairs is informed by a set of principles agreed by Academic Board. In each case, there is a need to balance:
    1. The independence of the deliberative structure with the need to strengthen its relationship with management and executive functions. Committees of Academic Board are normally chaired by senior members of staff.
    2. Potential conflicts of interest with the possession by a committee Chair of the expertise and experience necessary to discharge their responsibilities.
    3. The inclusion of a wide range of staff in the work of sub-committees with the desirability of establishing a group of committee Chairs who are capable of co-ordinating work within the deliberative structure.
45. The accountability of Chairs to ‘parent’ committees is secured through ex-officio membership of the ‘parent’ committee.

Appointment of Committee Secretaries

46. The Faculty or Department with responsibility for managing the committee is responsible for appointing the Secretary in liaison with the Quality Team. Secretaries may need to delegate their responsibilities to other members of staff on occasion and this should be managed locally.

Appointment and Election of Other Committee Members

47. The committee session or term will run from 1 September to 31 August each year unless specified differently in individual constitutions.
48. The Chair and Secretary will review composition / membership before the first meeting of the academic year and the Chair will invite nominations for co-option to be presented. Membership should be an agenda item for each committee at the first meeting of the academic year.

Induction of New Committee Members

49. Wherever possible, newly appointed members will be invited to meet the Chair and / or Secretary before their first meeting. Each new member should be provided with an induction pack. As a minimum, the pack should include the following relevant documents:
    1. The Committee Handbook
    2. Terms of Reference and current membership list
    3. Contact details for the Chair and the Secretary
    4. Minutes of the previous meeting
    5. Dates and venues for future committees and meetings
50. The Secretary should check whether new members have any accessibility requirements and make provision as necessary to enable everyone to fully participate in meetings.

Termination of Membership

51. There are occasions when a committee member will need to be replaced part way through a term of office (including research leave, maternity leave, illness, change of circumstances or teaching pattern, leaving the employment of the University). The Head of the Faculty or equivalent can put forward a suitable nominee. The new committee member will only serve until the end of their predecessor’s term of office, and will then need to be replaced, or renewed.
52. The Chair is also permitted to ask the Quality Team to arrange for a member to be replaced when the Chair considers that the member is unable to perform their duties on the committee due to a conflict of interest with the committee or, in extreme circumstances, when a member’s performance is not in accordance with the expectations of the University, despite training and support from either the Chair or the Quality Team. If a member of staff is requested to leave the membership of a committee, due to their performance, the Chair of the committee is responsible for informing the Director of Resourcing and Operations, where further action will be taken, if appropriate.

Committee Operations

General Principles

Diversity, Equity and Inclusion

53. The University is committed to celebrating diversity and promoting equality of opportunity across all the ‘protected characteristics’ as defined by the Equality Act 2010. This commitment underpins many of the principles outlined in this Handbook.
54. University committees should take account of equality and diversity considerations in relation to the operation of meetings. This includes, but is not limited to:
    1. Scheduling: Care should be taken where possible to avoid scheduling meetings that coincide with significant or major religious festivals and feast days that fall outside holiday periods, e.g., Christmas, Easter, Eid-Ul-Adha, Eid-Ul-Fitr, Purim, Yom Kippur. The Interfaith Calendar can be used to check specific dates to identify potential clashes.
    2. Travel: To reduce unnecessary travel, meetings should take advantage of video or telephone conferencing capability as appropriate.
    3. Accessibility: Consideration should be given to the location of the meeting to ensure that any accessibility issues can be arranged, e.g., staircases etc. These should be identified during the induction of a new member of the committee.

Meetings Protocol

55. The University has a Meetings Protocol, which is included below and reiterates many of the principles referred to above:
    1. Be punctual – meeting attendance is an indicator of the way people view the importance of others’ time
    2. Be prepared – the key to a successful meeting lies in the preparation of the facilitator and the attendees
    3. Be participatory – a good meeting involves positive interaction among the facilitator and the attendees
    4. Be positive – share ideas, shape and challenge opinions, and propose new approaches to solving problems
    5. Be productive – every meeting should have goals or objectives
    6. Be polite – show respect for other meeting attendees
    7. Be proactive – ensure the meeting ends with a successful conclusion

Preparedness

56. All committee members are expected to prepare thoroughly for a meeting including:
    1. Reading all papers and familiarising themselves with the supporting material;
    2. Discussing aspects with their colleagues in order that they can give the Faculty / staff / student view or take appropriate action prior to the meeting;
    3. Taking notes, asking concise follow-up questions, listening actively and looking for opportunities to build on the thoughts and ideas of others;
    4. All committee members are responsible for proactively feeding back information from the committee to their respective Faculty, Department or equivalent.

Committee Purpose and Effectiveness

57. All committees and groups must have a clear purpose or goal which clearly defines their remit ensuring:
    1. They are distinct from other committees;
    2. Their purpose is articulated to all members so that they can work collectively to achieve it.
58. A committee or group should only be constituted if delivery of the purpose / goal requires a committee or group to achieve it. A committee or group should not be created if the purpose or goal can be achieved by one or two individuals.
59. Committees should NOT be ‘talking shops’ – they should have clear objectives to be achieved, and consideration should be given by the Chair and Secretary how best to enable the objectives to be met during the meeting.
60. Committees should review their effectiveness annually and consider their terms of reference and membership as follows:
    1. At the last meeting of the academic year to propose any changes.
    2. At the first meeting of the academic year to confirm membership and remit.

University Governance Calendar

61. The University Governance Calendar (Calendar of Meetings) is devised and managed in consultation with University departments and faculties. The Governance Calendar is published on the University website and calendar invitations are sent using the University’s online calendar. Members of the committee are required to reply to the calendar invitations so that the committee Secretary can ensure that the committee is quorate.
62. A calendar of meetings will be set and published in advance by the University to enable members to plan ahead. Changes to the schedule should be limited and communicated to the Quality Team to ensure that the calendar can be updated.

Regular and Extraordinary Meetings

63. Committees will meet as often as necessary to execute their powers, duties and responsibilities. The frequency of a committee’s meetings is indicated in the committee terms of reference. The Secretary should post or email notice of a committee meeting to members at least 14 calendar days before the date of the meeting, unless the Chair decides that the circumstances justify shorter notice.
64. Exceptionally, planned meetings may be cancelled, brought forward, adjourned or postponed by the Chair. Members will be given as much notice as possible.
65. The Secretary will convene an extraordinary meeting at the discretion of the Chair and the agenda for such meetings will only include the specific items for which the extraordinary meeting has been convened. Extraordinary meetings will not consider and approve the minutes of the previous regular meeting and will not take any other business outside of the extraordinary meeting agenda.

Timing and Duration of Meetings

66. Meetings should have a clear start and end time to enable members to make appropriate arrangements to attend.
67. Meeting times should be considerate of normal working hours.
68. It is advisable to plan meetings for no longer than three hours. Meetings in excess of three hours may occasionally be necessary but should be subject to members’ agreement and the Chair should provide the opportunity for a break.

69. Scheduled committee meetings should be prioritised over other work commitments, except for teaching.
70. Members should attend for the meeting’s published duration.

Attendance at Meetings

71. If a member cannot attend, they should submit apologies and reasons for absence to the Secretary prior to the commencement of the meeting.
72. Apologies for absence should be used sparingly and only in exceptional circumstances.
73. The Chair and Secretary should review attendance at the end of each academic year. The Chair should deal with individual concerns over attendance as they arise during the academic year.

Quoracy

74. A quorum is the minimum number of people required to be present at a meeting in order to conduct the business of the meeting.
75. The quorum for committees is normally 50% of the membership including the Chair and Secretary(s), and any student members during term time meetings. If a quorum is not present after 30 minutes of the meeting have elapsed:
    1. The meeting will be adjourned; OR
    2. The meeting will go ahead but no decision can be ratified.
76. If during the course of a meeting attendance falls below quorum, the meeting should be adjourned. The Chair should consider whether remaining business can be dealt with by Chair’s Action.
77. If a meeting proceeds on an inquorate basis, official minutes cannot be written. In this case, notes are prepared, which inform the next quorate meeting. The notes should be careful not to record any decisions, but to ‘suggest’ and ‘advise’ the next meeting or ‘support’ or ‘recommend’ a Chair’s Action as appropriate. Notes should be approved by the Chair as an accurate record of the inquorate meeting, but they will only be published internally. Numbering of items should carry on from the previous set of minutes.

Delegated Authority of Sub-Committees

78. Provided they are acting within the remit of their terms of reference, sub-committees (but not working groups or other groups) have delegated authority to make decisions on behalf of their ‘parent’ committees. Decisions taken by sub-committees should be reported to ‘parent’ committees. Each sub-committee must be able to provide evidence (through the minutes of meetings and other documents as appropriate) to show that it has exercised its delegated authority.

Delegating Business to Other Committees

79. Items delegated to committees and sub-committees must receive appropriate consideration at the next meeting. In most cases, the receipt of minutes from the committee or sub-committee will provide evidence of the consideration and the outcomes reached. It is the responsibility of the Chair and Secretary to ensure that delegated business is dealt with in good time, and that outcomes are provided to the Secretary of the delegating committee.

Agenda Setting and Preparation

Timeline for the Committee Documentation Distribution

In order to facilitate committee member preparedness and promote the efficiency of committee activities, the following schedule should be used regarding committee documentation distribution:

Table 1 Typical Timeline for Committee Documentation Distribution

Agenda Items and Papers

81. The Secretary will invite members to submit agenda items, and provide a deadline for the submission of papers. Members should aim to send proposed agenda items to the Secretary two weeks prior to the meeting to enable the agenda to be set in good time.

82. Once submitted to the Secretary, papers should not be amended unless there are exceptional reasons for doing so.
83. The submission of late papers is bad practice and should be rejected by the Chair under normal circumstances. Committees should seek to avoid the tabling of papers at a meeting to ensure members can read them in advance. Tabled papers will only be accepted in exceptional circumstances and should adhere to the following guidelines:
    1. Late papers should be made available to members as soon as possible and confirmed by email.
    2. The agenda should clearly state which papers are attached and which are ‘to follow’.
    3. If a paper is tabled, the Chair should either allow suitable reading time or ask the presenter for a detailed introduction.
84. Items of ‘any other business’ must be approved by the Chair before the start of the meeting. Consideration is at the Chair’s discretion.
85. Papers should include an introduction or proposal summarising the key issues and specifically the action required from the committee.
86. To provide consistency across the University, the following actions should be used for agenda items:

Table 1 Committee Actions

Agenda Setting Meeting

87. The agenda-setting meeting should occur at least two weeks before the scheduled committee meeting.
88. In consultation with the Chair, the Secretary will prepare an agenda for each meeting in line with the committee’s terms of reference. Other matters may be introduced and considered at the discretion of the Chair.
89. The Chair will decide which items are to be included during an agenda-setting meeting with the Secretary.
90. When making this decision the Chair will bear in mind the committee’s terms of reference, existing business, planned priorities, and the strategic aims of the University.
91. If a Chair rejects an agenda item, they will report the reasons for this to the individual concerned.

Agenda Structure

92. The usual order of business for a regular meeting shall be as follows:
    1. To receive apologies for absence.
    2. To declare any conflicts of interest.
    3. To receive, correct if necessary, and approve the minutes of the previous meeting.
    4. To consider any matters arising from the minutes which do not appear elsewhere on the agenda.
    5. To endorse any decisions approved by Chair’s Action since the previous meeting.
    6. To receive a report from the Chair on any news of significance (as necessary).
    7. The bulk of the agenda can then be ordered by themes or categorised as follows:
       1. Items for approval, recommendation or endorsement.
       2. Items for consideration (and occasionally approval) through debate and resolution.
       3. Items for note and receipt, e.g., minutes from sub-committee, advisory groups and / or working groups.
    8. To consider any other business (at the Chair’s discretion).
    9. To confirm the date and time of the next meeting.

Referencing Agenda Items

93. All reports and papers, with the exception of the agenda, should be given a reference number. This should be quoted on the agenda and in the minutes.
94. All papers submitted to the committee should be copied and pasted into the Word document underneath the agenda, in corresponding order to the agenda items. The title of the papers, using the reference format below, should be written using “Heading 1” of the agenda template document. The paper reference in the agenda can then be hyperlinked to the paper within the document, enabling committee members using electronic copies to navigate the papers easily.

95. Reference numbers indicate the academic year, committee initials, month of meeting, and agenda item e.g.

Table 3 Reference Format for Agenda Items

96. The reference should be written as follows:
    1. 19/20/AcB/May/3
    2. 19/20/TLEC/September/5.2
97. This should then be hyperlinked to the location of the paper within the agenda document, as stated above.

Format and Accessibility of Documents

98. Templates of committee documents are available in the designated shared committee folder.
99. Documents should also be made available in other formats on request. Where possible, documents should be made available electronically so that whoever receives them can choose their preferred format.

Agenda Distribution

100. Members should normally receive the agenda and papers at least seven days before the meeting. Committee agendas and papers will be sent to the email accounts of the committee members.
101. Agenda and paperwork will normally be emailed to the committee members at least seven calendar days in advance of the scheduled meeting, but in special circumstances this can be reduced.

During the Meeting

Participation

102. Subject to the Chair’s duty to manage the meeting and make sure it is conducted properly, committee members can speak freely and openly on any subject of discussion. In carrying out their duties on behalf of the committee, members are expected to act in the best interests of the University.
103. Members may speak on more than one occasion on any item. The Chair may, however, with the consent of the meeting, impose a time limit on any item or speech.
104. Members are expected to behave respectfully and courteously to one another and to make sure that their behaviour and contributions respect the purpose of the meeting.

Speaking for the Committee and Chair’s Authority

105. No-one apart from the Chair should speak on behalf of a committee without the committee’s permission. On matters of procedure or conduct, the decision of the Chair will be final.

Members’ Interests

106. If a member has an interest in an item being discussed that is greater than the interests of other members of the committee, they should tell the Chair. The other members at the meeting will decide whether the member in question should withdraw from the discussion or decision.

Reserved Business

107. Reserved business is any business that is of a sensitive nature that is likely to cover one or more Freedom of Information exemptions, i.e., typically items which have been received in confidence, refer to commercial interest or relate to individual or identifiable staff or students. See Freedom of Information exemptions and the consideration of Reserved Business for more information.
108. A Reserved Agenda will normally be produced if a committee is likely to consider reserved business for that part of the meeting. This will be recorded separately, and the reserved minutes will be withheld from general circulation.
109. If reserved business is discussed, the Chair will ask any observers to leave the meeting. Depending on the nature of the reserved business, student representatives may also be asked to leave.

Decision-Making, Voting and Chair’s Action

110. All papers, motions and amendments will be formally proposed and seconded by a member present. A paper, motion or an amendment may be withdrawn by the proposer with the consent of the meeting.
111. For most meetings decisions will be taken by consensus with no need for a formal vote. Where there is no obvious consensus, or where there is a particular reason, decisions will be agreed by the majority of members present who will be asked formally to vote on the proposal. The Chair will be able to vote normally.
112. The Chair also conclude that the meeting is not ready to make a decision and that more work is required.
113. Votes will be by show of hands for all committees except Academic Board where a ballot may instead be requested by at least five members.
114. Any observers or those in attendance are not entitled to vote.
115. Abstentions do not count as votes cast against. Where votes are equally split the Chair has a second, or casting, vote.
116. The Chair may, on occasions, make a decision on behalf of the committee by taking Chair’s Action. This would normally only take place if a decision on a matter was needed urgently or in the case of routine business delegated to the Chair by the committee. In all cases, the committee should be asked to confirm Chair’s Action at its next meeting.
117. The Secretary should maintain a formal record of decisions taken by Chair’s Action using the relevant template.
118. Business not completed at a meeting will either be adjourned to the next meeting or the committee will determine whether to hold an additional meeting.
119. At any time during a meeting a point of order may be raised. Points of order will be dealt with immediately and the ruling of the Chair will be final.

After the Meeting

Preparation and Approval of Minutes

120. The Secretary should aim to prepare draft minutes for the Chair’s approval within five working days of each meeting. Chairs should approve the minutes no later than five days after receipt. Following approval by the Chair, the status of the minutes changes to unconfirmed. At this point the Secretary may distribute the minutes to committee members, those on the circulation list, and non-members as appropriate.
121. All actions and approvals should be minuted in bold so they are easily identifiable:
     1. ACTION: Xxxxx
     2. The XX Policy was APPROVED

122. The unconfirmed minutes remain the responsibility of the Secretary until they are confirmed by the committee at the following meeting.
123. Unconfirmed minutes will be published internally and circulated to any staff who request them within 14 days after the meeting.
124. Members will be asked to confirm whether the minutes are an accurate record of the discussion and outcomes at the next meeting of the committee.
125. For sub-committees an Executive Summary will normally be prepared and sent to the ‘parent’ committee.

Recording of Attendees

126. All attendees and their job title (for attendance at that meeting) must be recorded in the minutes.
127. If the Chair and/or Secretary are not present at the meeting, the member of the committee or professional staff stepping in to cover the roles, should be recorded as ‘Acting Chair’ or ‘Acting Secretary’.
128. If the Chair or Secretary is on sabbatical leave, for continuity, a replacement Chair should be found for length of the sabbatical and they should be recorded as ‘Interim Chair’.

Numbering and Ordering of Minutes

129. ‘Matters arising’ are recorded individually under a ‘matter arising’ sub-heading. For each item, the previous minute number should be listed to allow staff to refer back to earlier discussion on the issue.
130. ‘Any other business’ items, where applicable, should be recorded separately and have their own minute number.

Action Sheets / Notice

131. It is considered good practice for the Secretary to circulate an Action Sheet to members (and any other staff who have a specific interest in the discussion) shortly after the meeting. The Action Sheet should provide a record of the outcomes and action required by members / other staff. This will ensure that urgent action is taken swiftly. The Secretary is responsible to updating the status of each action and reporting to the next meeting.
132. Committee members and general members of staff have a responsibility to investigate the actions allocated to them. If individuals do not understand the action allocated to them, clarification should be sought from the Secretary and / or Chair. Individuals should be prepared to report back on progress at the next meeting of the Committee.

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