The role of Council and Executive

Introduction

1.   The Council of STFC agreed in its response to the Organisational Review of STFC to publish a statement on its role, and its interactions with the Executive. In preparing this statement, Council considered the recommendations of the Wakeham Review of Physics and the Report of the Organisational Review of STFC, and the views of the Department of Innovation, Universities and Skills (DBIS).

Council

2.   Council's responsibilities are both general and specific, as follows:

• Council has ultimate accountability for all aspects of the STFC’s affairs, and
• Specific responsibility for the following:
  
  • Determining the overall direction of STFC, including formal approval of:
    
    • The STFC strategy (normally every 3 years and annually updated)
    • The 10 Year Financial Plan
    • The Asset Management Strategy
    • The Delivery and Operating Plans (annual) including Annual Departmental budgets (annual, plus variations thereto) and delegated authority
    • The Annual Report & Accounts (annual)
    • The Corporate Risk Register (quarterly)
    • Approving OTF’s and financial submissions/reports to DBIS
  • Providing oversight of the executive who will be responsible for delivery of the STFC mission
  • Ensuring probity and efficiency of governance
  • Ensuring that the peer-review processes are conducted effectively
  • Overseeing high impact and/or high risk decisions, for example: financial, reputational, programmatic and ensuring the overall balance of the STFC programme.
  • Overseeing key relationships with Government, national and international partner organisations and the community

Chair of Council

3.   In addition, the Chair will have specific responsibilities in relation to identification of strategic priorities, interaction with DBIS, input and engagement with stakeholders and (with the CEO) staff recruitment and retention, as well as representational duties.

Advisory and Council Committee Structures

4.   In the discharge of its responsibility Council will be supported through a number of support & advisory structures reporting to it, including the:

• Audit Committee;
• Remuneration Committee;
• Economic Impact Advisory Board;
• Education & Public Outreach Advisory Committee;
• International Advisory Committee, and;
• Science Board

5.   Council will appoint the membership of the principal Boards and Committees.

6.   Science Board will oversee the activities of the Particle Physics, Astronomy and Nuclear Physics Science Committee (PPAN) and the Physical And Life Sciences Committee (PALS), which in turn oversees the activities of their advisory panels.

7.   Each lay Council member acts as the lead in one of the areas identified in paragraph 4.

Executive Board Structure

8.   Council will recruit and appoint the membership of the Executive Board, with the exception of the CEO who is appointed by the Secretary of State.

9.   The CEO will be ultimately responsible to Council for the management of the organisation and the delivery of its mission. He/she has a specific responsibility for ensuring Council is fully and timely briefed on all relevant matters.

10.   Inter alia the Executive Board will be responsible for delivery of the following, within the strategic direction and guidance set by Council:

• The science programme
• International subscriptions and engagement
• Financial management and planning
• The economic impact agenda
• The campuses
• Outreach, external relations and communications

11.   The Executive Board will delegate the delivery of these functions as appropriate.

Role of Executive Board

12.   The role of the Executive Board will be to:

• support the STFC’s council;
• deliver STFC’s mission;
• develop proposals for Council outlining the organisation’s mid-to-long term strategic direction;
• implement effective financial (including CSR/SR bid) planning;
• implement robust and effective governance, including financial policy/procedures;
• support and develop the appropriate advisory structures;
• oversee reputational & stakeholder relationship management, including with government;
• oversee effective succession planning & approve senior appointments;
• define and cascade appropriate organisational culture and ethos;
• have responsibility for the investment appraisal regime and to approve capital and revenue commitments under a threshold amount;
• make executive decisions on matters having a material impact on the organisation (including reputational, legal/ regulatory) within the delegated authority granted by Council;
• approve legal and regulatory compliance policies, and;
• approve HR policies.