Statement of Primary Responsibilities

Strategic Direction

1. To approve the mission and strategic vision of the University, including institutional and longer-term academic and business plans, and key performance indicators, and to ensure that they meet the interests of stakeholders, including students, staff, alumni, local and national communities and funding bodies.

2. To safeguard the good name and values of the University.

Supervisory Obligations

3. To delegate to the Principal, as chief executive, authority for the academic, corporate, financial, estate and human resource management of the University, and to establish and monitor such management functions as shall be undertaken by and under the authority of the Principal.

4. To review decisions of the Senate made under its statutory powers to regulate and superintend the teaching and discipline of the University and to promote research.

Corporate Responsibilities

5. To be the University's legal authority and, as such, to ensure that systems are in place for meeting the University's legal obligations, including those arising from contracts and other legal commitments made in the University's name.

6. To act as trustee for any property, legacy, endowment, bequest or gift in support of the work and welfare of the University, which is not within the control of the University of Aberdeen Development Trust.

7. To ensure that the University's constitution, as enacted in the Acts, Ordinances and Resolutions Affecting the University 1858-1990 and subsequent legislation, is followed and that appropriate advice is available to enable this to happen.

8. To be the employing authority for all staff in the University.

9. To ensure that the University behaves ethically, responsibly and with respect for the environment and for society at large.

Controls, Accountability and Effectiveness

10. To be the principal financial and business authority of the University, to ensure that proper books of account are kept, to approve the annual budget and financial statements, and to have overall responsibility for the University's assets, property and estate and their use.

11. To ensure the establishment and monitoring of systems of control and accountability, including financial and operational controls and risk assessment and management, so as to maintain the solvency of the University and safeguard its assets.

12. To ensure that processes are in place to monitor and evaluate the performance and effectiveness of the University against approved plans and key performance indicators, which should be benchmarked against other comparable institutions, wherever possible.

13. To ensure that arrangements are in place to promote the proper management of the health, safety and security of students, staff and others affected by the University.

14. To make provision, in consultation with the Senate, for the general welfare of students.

15. To ensure that procedures are in place for dealing with internal grievances, conflicts of interest and public interest disclosure.

16. To establish processes to monitor and evaluate the performance and effectiveness of the University Court and its sub-committees and to ensure that business is conducted in as open a manner as possible, in accordance with best practice in higher education corporate governance and with the principles of public life drawn up by the Committee on Standards in Public Life.

17. To ensure, through the appointment of co-opted lay persons, a balance of skills and experience amongst the membership of the Court to meet its primary responsibilities.

Monitoring of Senior Executives

18. To appoint the Principal as chief executive, and to put in place suitable arrangements for monitoring his/her performance.

19. To appoint the Secretary to the Court and to ensure that there is an appropriate separation in the lines of accountability between responsibilities to the Court and managerial responsibilities within the University.

May 2006