Governance and decision making

Faculty Executive Board

Summary Remit:

To provide senior leadership in the development and implementation of the Faculty’s strategy whilst responding to strategic or policy developments within the broader organisation and assessing their impact on the Faculty’s objectives. This Board is responsible for the long-term sustainability of the Faculty, ensuring that the plans are in place to support growth. This Board oversees the day-to-day delivery of the Faculty’s activities, ensuring collective ownership and oversight of the strategy and emerging opportunities. It is intended that actions from this board, where relevant, will proceed to the Operations Board for implementation. Every quarter, this Board will host a Strategic Review Meeting to include accountable leads, and to review performance against KPIs and targets.

Membership:

VP Health (Chair), Deputy VP Health, FMD Institute Directors, Director of PHURI, Dean for Education and Student Affairs, Dean for Digital Education, Dean for Research, Dean for Research Impact, Dean for Global Engagement, Dean for Dentistry, Dean for Healthcare Transformation, Deputy Dean for Malta, Academic Lead for EDI, Strategic Lead for the QMICA,FMD Founding Director for Heals, Director of Clinical Research, Director of R&D Barts Health NHS Trust, FMD Faculty Director of Operations, FMD Deputy Faculty Director of Operations, FMD Senior Finance Partner, FMD Strategic HR Partner, President, Barts and the London Students’ Association (BLSA).
In attendance: Deputy Institute Directors, and Academic Leads as required for deputising and reporting; FMD Operations and Project Manager, FMD Faculty Strategic Research Manager, FMD Faculty Education Manager, FMD Faculty Communications Manager. Invited guests as required to present updates.

Secretariat:

Faculty Executive Assistant VP Health

Risk Ownership:

Overall accountability for FMD Risk Register

Meeting frequency:

Monthly

Paper submission:

Meeting papers to be submitted 8 days prior to the meeting date to the secretariat
Quoracy: Chair/Deputy Chair plus majority representation membership
Board Management: Deputy Faculty Director of Operations

Reports into:

QMUL Senior Executive Team (SET)
Feeder Committees: FMD Faculty Operations Board, FMD Strategic Recruitment Board, FMD EDI Committee, FMD Education Strategy Board, FMD Research Strategy Board, QMUL Life Sciences Board, FMD Global Engagement and Partnerships Committee, FMD Estates and Capital Projects Group, FMD Recruitment Panel, Honorary Appointments Committee.

Remit:

1. To determine the long-term planning for the Faculty as it relates to staff and workplace culture, infrastructure, research and education growth, and strategic partnerships;
2. To lead through, and model, inclusive governance, ensuring that the Faculty’s strategy, its processes and policies, and its culture uphold the principles of equity and equality;
3. To develop and coordinate the Faculty’s top-level strategy, student recruitment, financial, resource, and infrastructure planning as part of the annual budget review process;
4. To monitor the delivery of the Faculty’s Strategic Operational Plan, ensuring projects and commitments are delivered to time and to target, and setting out remedial actions in response to emerging risks;
5. To have management oversight of the Faculty’s Risk Register, ensuring that risks are appropriately owned, managed, and mitigated;
6. To routinely monitor progress on the delivery of the strategy, receiving regular updates from academic leads, feeder committees, and data reports.

Faculty Education Strategy Board

Summary Remit:

To provide senior leadership in the development and implementation of the Faculty’s Education strategy whilst responding to strategic or policy developments within the broader organisation and external trends and pressures and assessing their impact on the Faculty’s objectives. This Board will host a Strategic Annual Review Meeting to include accountable leads, and to review alignment with Enabling Plans and performance against KPIs and targets.

Membership:

Dean for Education and Student Affairs (Chair), Dean for Digital Education (Deputy Chair), Dean for Global Engagement, Deputy Deans for Education, Institute Directors of Education, Academic Lead for EDI, DGLS Representative, Faculty Education Manager, Deputy Faculty Director of Operations, FMD Marketing Manager, FMD Head of Admissions, Head of MBBS or representative, Head of MBBS Malta or representative, Head of BDS or representative

In attendance:

Deputy Institute Education Directors, and Academic Leads as required for deputising and reporting; Invited guests as required to present updates; BLSA President

Secretariat:

Faculty Executive Assistant to the VP Health

Risk Ownership:

1.01 Greater Student Satisfaction, 2.01 Improving Staff Engagement, 4.01 Remove student attainment gap, 6.01 Recruitment that enables us to achieve the 2030 Strategy Objectives, 7.01 Improved student progression, 8.01 Improved career outcomes for graduates, 12.01 Improved cash generation to enable investment, 13.01 Improved Reputation

Meeting frequency:

Monthly

Paper submission:

Meeting papers to be submitted 8 days prior to the meeting date to secretariat.

Quoracy:

Chair/Deputy Chair plus majority representation membership

Board Management:

Faculty Education Manager

Reports into:

Faculty Executive Board

Feeder Committees:

Postgraduate Teaching and Learning Committee, Malta Strategy Board

Remit:

1. To develop, monitor and implement and annually review the Faculty’s education strategy, overseeing the delivery of key actions and projects as set out in the Faculty Education Strategy and enabling plan.
2. To provide a holistic and coordinated overview of the multiple education priorities, including campus-based undergraduate and postgraduate programmes, digital and online education, apprenticeships, CPD and Executive Education.
3. To continuously monitor the Faculty’s education strategy and to inform the annual priorities, with responsibility for periodically reviewing the education portfolio.
4. To ensure that the education within the Faculty is high quality against core metrics (NSS, PTES, UKES) and that action plans are implemented where required.
5. To oversee the Faculty implementation of the QMUL Education Enabling plan 2024.

Faculty Research Strategy Board

Summary Remit:

To provide senior leadership in the development and implementation of the Faculty’s research strategy whilst responding to strategic or policy developments within the broader organisation and assessing their impact on the Faculty’s research objectives. Bi-annually this Board will host a Strategic Review Meeting to include accountable leads, and to review performance against KPIs and targets.
Membership: Dean for Research (Chair), Dean for Research Impact, Dean for Global Engagement, Deputy Dean for Postgraduate Research, Deputy Dean for Research Integrity, Institute Directors of Research, Director of Clinical Research, QMUL Research Information Governance Group (RIGG) Representative, Chair for FMD Research Culture and Environment Committee (RC&E), Clinical Academic Training School Director, FMD EDI Committee Representative, Deputy Faculty Director of Operations, Research Strategy Support officer, Faculty Strategic Research Manager, Early Life Research Institute Lead.
In attendance: Deputy Institute Research Directors, and Academic Leads as required for deputising and reporting. Invited guests as required to present updates.

Secretariat:

Faculty Executive Assistant VP Health

Risk Ownership:

9. Increase research volume, 10. Maintain/Increase Research Quality

Meeting frequency:

Monthly

Paper submission:

Meeting papers to be submitted 8 days prior to the meeting date to secretariat

Quoracy:

Chair/Deputy Chair plus majority representation membership

Board Management:

Faculty Strategic Research Manager

Reports into:

Faculty Executive Board

Feeder Committees:

FMD Research Integrity Committee, FMD Research Information Governance Group (RIGG), FMD Research Culture and Environment Committee, FMD Graduate Studies Committee

Remit:

1. To provide leadership in the development and implementation of the FMD Research Strategy, thereby enhancing faculty performance in knowledge creation, growing research income, research training for the next generation, in upholding and implementing best practice research culture and promoting knowledge exchange with external bodies and partners.
2. To enable FMD to achieve relevant objectives within the portfolios of the Vice Principal (Health), Vice Principal Research, Vice Principal Impact.
3. To work closely with FMD Institute Directors and academics in drawing together a cohesive cross-institute research programme, which maximises the potential of FMD intellectual capital and infrastructural assets.
4. Enable cross faculty research activities and contributing specifically to the development and implementation of the QM Life Sciences Initiative.
5. To contribute where required to the development of the FMD research workforce, enabling the retention and recruitment of outstanding researchers, contributing to career development at all academic levels, further developing and implementing FMD performance standards, and helping FMD to deliver its equality and diversity agenda.
6. To oversee the work of all sub-committees/groups focused upon research activity across FMD
7. To advise and assist the Vice Principal (Health), as required, on any matters associated with research activity within the FMD and the wider University.
8. To liaise as appropriate with the Doctoral College.
9. To liaise as required with all FMD committees.

Faculty Operations Board

Summary Remit:

To provide senior leadership to the day-to-day operational management of the Faculty, taking forward actions arising from the FMD Executive Board as required. This board is responsible for ensuring that the Faculty’s operational framework is aligned to and informed by the Faculty strategy across the domains of estates and infrastructure, biofacilities, recruitment, and core business processes, including admissions. This Board is responsible for routinely managing operational risk as it emerges or anticipated risk. To this end, this Board ensures that the Faculty risk register is maintained, adjusted and reviewed at regular intervals throughout the academic year.

Membership:

Faculty Director of Operations (Chair), Deputy Faculty Director of Operations, Institute Manager or Deputy Institute Manager as required for deputising and reporting, FMD Senior Finance Partner, FMD Senior HR Partner, Operations and Projects Manager, Faculty EDI Manager, Faculty Education manager, Faculty Strategic Research Manager, IT Services Faculty Relationship Manager, Operations Manager – JRMO.

In attendance:

Other members of FMD and QMUL Professional Services Senior Team as required.

Secretariat:

Faculty Executive Assistant VP Health

Risk Ownership:

Overall operational accountability for FMD Risk Register

Meeting frequency:

Monthly

Paper submission:

Meeting papers to be submitted 8 days prior to the meeting date to secretariat

Quoracy:

Chair/Deputy Chair plus majority representation membership

Board Management:

Operations and Projects Manager

Reports into:

Faculty Executive Board

Feeder Committees:

NA

Remit:

1. To review and approve all procedures relating to operational processes in line with Faculty strategic priorities.
2. To provide a Faculty forum for the dissemination of institutional policies and procedures relating to the operational management of the Faculty, and to provide an effective interface between the Faculty and Professional Services.
3. To ensure that the Faculty’s operational framework is aligned to and informed by the Faculty strategy across the domains of estates and infrastructure, biofacilities, recruitment, and core business processes, including admissions.
4. To anticipate risks and manage operational risks as they emerge.
5. To ensure that the Faculty risk register and business continuity planning is maintained, adjusted and reviewed at regular intervals throughout the academic year.

FMD EDI Committee

Summary Remit:

The FMD Equality, Diversity and Inclusion (EDI) Committee Strategy Group has overall oversight for the development, delivery, and implementation of the Faculty’s EDI Strategy and its Action Plan. The Committee Group ensures that all actions and projects within the Action Plan are delivered to time and to schedule, with institute leads accountable to the Group for the implementation of institute-level actions and consistent application of Faculty policies and processes with respect to EDI. The Group is responsible for ensuring all protected characteristics are fairly represented, for providing opportunities for learning and knowledge dissemination in promoting an inclusive and equitable working culture, and for raising and acting upon any concerns raised with respect to the Faculty’s working culture and environment. This Committee Group has representation across the breadth of the Faculty’s governance structure and therefore is responsible for ensuring that EDI is embedded across all strategic areas and processes within the Faculty.

Membership:

Academic Lead for EDI (Chair), Deputy Academic Leads for EDI (Deputy Chair), Institute Academic EDI Representatives Leads, Institute Professional Services EDI Representatives Leads, Equality Representatives (appointed to map to AP delivery), FMD Strategic HR Partner, EDI Manager

In attendance:

Other members of FMD and QMUL HR EDI team as required.

Secretariat:

FMD EDI Manager

Risk Ownership:

1.01 Greater Student Satisfaction, 2.01 Improving Staff Engagement, 3.01 Increase Staff Diversity and Inclusion, 4.01

Remove Student Attainment Gap, 7.01 Improved Student Progression, 8.01 Improved Career Outcomes for Graduates, 10.01 Maintain/ increase Research Quality,13.01 Improved Reputation

Meeting frequency:

Monthly

Paper submission:

Meeting papers to be submitted 8 days prior to the meeting date to secretariat

Quoracy:

Chair/Deputy Chair plus majority representation membership

Board Management:

FMD EDI Manager

Reports into:

FMD Faculty Executive Board, QM Equality, Diversity and Inclusion Steering Group

Feeder Committees:

Medicine Athena Swan SAT; Dentistry Athena Swan SAT

Remit:

1. To develop and implement the Faculty’s EDI strategy and associated action plan, ensuring that key projects are delivered to target and schedule and to implement relevant risk controls.
2. To monitor and review data in relation to staff and student demographics, staff and student recruitment, and staff and student progression and outcomes, staff and student survey results.
3. To oversee the implementation of staff survey action plans, ensuring regular reporting on progress from institutes and at Faculty level.
4. To provide a community of learning for the Faculty on issues relating to EDI, promoting research and learning opportunities in this area, and cultivating a culture of discussion, debate, and feedback.
5. To engage with sector initiatives (HE and NHS), drawing on communities of practice across these sectors to inform best practice within the Faculty and to guide decision-making at senior levels.
6. To proactively challenge and address behaviours and inequitable practices within the Faculty, ensuring that mechanisms are in place for reporting and redressing any such issues raised by staff.
7. To ensure that the Faculty meets its objectives with respect to charters, including Athena Swan, Race Equality, Disability Confident, and Stonewall as well as health/medical school specific charters (including the BMA Racial Harassment Charter).
8. To provide informed expertise to QM and FMD Committees, ensuring that the principles of EDI are embedded across the breadth of the Faculty’s processes, activities, and its culture.
9. To provide regular updates to the Faculty’s Executive Board and QM EDISG on progress against targets, and to raise any issues emerging within the Faculty requiring an institutional level response.
10. EDI leads to deliver institute level presentations to EDI SG as per schedule.
11. A minimum of 10 meetings to be held over the academic year, with the expectation that Committee members attend a minimum of 8 of those meetings.

FMD Global Engagement and Partnerships Committee

Summary Remit:

To provide strategic leadership to the development in the pursuit of new international partnerships, as well as by reinforcing, and increasing the scope of existing international partnerships. The Board is responsible for assessing the viability and strategic prioritisation of new “low-risk” partnership proposals, as well as discussing other “high-risk” partnership proposals (for approval at QMUL Partnerships Board). The Board is required to maintain sighting of international governmental policies that could impact Faculty activities and is responsible for pursuing the Faculty’s Education and Research agenda(s) as they relate to global engagement, including the tracking of relevant KPIs where relevant. The Board also has the responsibility for recording and reporting on existing activities that involve collaboration with an international partner Institution or Body.

Membership:

Dean for Global Engagement (Chair), Deputy Dean for Global Engagement (Deputy Chair), Academic EDI Representative, Faculty Strategic Research Manager, Faculty Education Manager, Institute Reps, QMUL Head of International Partnerships, QMUL Strategy Support Officer (Education & Global Engagement), QMUL Senior International Partnerships Manager (FMD) JRMO, QMUL Global Projects and Policy Manager, QMUL Executive Officer (International), QMUL International Partnerships Manager.
In attendance: Ad hoc invitees based on individual meeting agenda. Including but not limited to:
Alumni and Development representation, FMD Marketing Manager, Academic Lead for CPD, Academic Lead for Digital Education, HSS and S&E Deans for Global Engagement, HSS and S&E Deputy Deans for Global Engagement, Director of Global Engagement, Institute Education Directors.

Secretariat:

Faculty Executive Assistant VP Health

Risk ownership:

1.01 Greater Student Satisfaction, 2.01 Improving Staff Engagement, 4.01 Remove student attainment gap, 6.01 Recruitment that enables us to achieve the 2030 Strategy Objectives, 7.01 Improved student progression, 8.01 Improved career outcomes for graduates, 9.01 Increase research volume, 10.01 Maintain/Increase Research Quality, 12.01 Improved cash generation to enable investment, 13.01 Improved Reputation.

Meeting frequency:

Every 2 months

Paper submission:

Meeting papers to be submitted 8 days prior to the meeting date to the secretariat

Quoracy:

50% of membership and a minimum of 4 Institutes represented

Board Management:

Faculty Executive Assistant VP Health

Reports into:

FMD Executive Board, FMD EDI Committee, FMD Research Strategy Board, FMD Education Strategy Board, QMUL Partnerships Board

Feeder Committees:

Transnational Education Committee

Remit:

1. To review, evaluate, and approve FMD partnerships proposals and business plans, as part of the QMUL-wide approval process for proposed new partnerships and other initiatives involving one or more international partners.
2. To identify and establish new opportunities for international partnerships in education and/or research in line with the Faculty’s strategy and growth targets.
3. To oversee a register of international partnership and global engagement activity within the Faculty to allow for appropriate business and strategic planning.
4. To undertake an annual review of existing partnerships.
5. To assist in the development of new international partnerships by meeting with key institutional leads at home and abroad.
6. To assist in the implementation of the QMUL Global engagement strategy across the Faculty and its portfolio.