Lay Member Role Specification and Supplementary Information

1.1 History

Queen Margaret University can trace its origins to the foundation in 1875 of the Edinburgh School of Cookery, an institution that operated throughout mainland Britain, pioneering the training of teachers in nutrition, public health and domestic science.

Under our previous title of Queen Margaret College, our courses were accredited by the Council for National Academic Awards (CNAA) from 1975 to 1992. We raised the majority of our programmes to Honours degree level and developed our research activities throughout that period. We were granted taught degree and research degree powers by the Privy Council in 1992 and 1998 respectively, and the title ‘Queen Margaret University College’ in 1999.

We achieved full University title in 2007, the year in which we also relocated to our campus just outside the City of Edinburgh, at Musselburgh. The first complete university campus to be built in Scotland in a generation, the campus was designed with a brief to place students at the centre of the learning environment.

While the University may be considered a relatively small institution in UK Higher Education terms, we have grown our student population to 9,910 in 2022/23; comprising 5,130 students based in Edinburgh and 4,780 students studying QMU degrees at partner institutions in the UK and overseas.

1.2 Purpose, Values and Strategic Direction

The University Strategy 2020-25, and the accompanying Delivery Plan, sets out how we will respond to evolutionary change, building on the University’s key strengths, adapting to overcome obstacles and creating new areas of strength. In so doing, the Plan draws on the University’s heritage, holding true to the principles and values on which the University was founded.

We see our Purpose as helping to create a better society through education, research and innovation and by providing a supportive and creative learning environment in which students and staff thrive. In seeking to fulfil this purpose, we are clear and realistic about our strengths, focussed on strategic goals, persistent in pursuing opportunities and overcoming barriers and guided by our values.

Our purpose is underpinned by our Values. We are a university that is modern in its outlook and facilities, but with a maturity built on a long history of serving the community, both locally and globally, and enhancing its wellbeing. We work in a transparent and inclusive manner and hold to core values in everything we do.

• We value intellectual curiosity and the journey of discovery: We design our teaching and research to facilitate this.
• We value social justice: We embrace equality, diversity, inclusion, respect, and supporting our communities. These underpin our world view. Opportunities and access are open to all and on a fair basis.
• We value excellence: This is embedded in our research, teaching and learning, knowledge exchange and the services we provide. It will be exemplified in the experience of our students, staff and partners.
• We value ambition: We inspire our students and staff to achieve the best that they can. We pursue opportunities, often in partnership and collaboration with others, to transform and influence society for the better and enhance our visibility within the higher education sector and the wider economy.
• We value environmental sustainability: We recognise the severe threats to our environment and will be a sector leader in response. Our modern campus is a great asset in this work.
• We value the individual and encourage collective support: Each member of staff and each student has their own journey to make and their own contribution to give. Queen Margaret University provides the supportive environment to facilitate this.

To fulfil our purpose we have developed a set of strategic goals, with associated outputs, that are underpinned by our values and our alignment to the internal and external environment. These are to:

• provide distinctive, accessible, high-quality education.
• deliver transformative research and innovation.
• seek out partnership and collaboration.
• invest in the long-term future of the university.
• embed sustainability across our portfolio and practices.

Our strategic plan continues to find expression in a number of discrete sub-strategies, including those of Student Experience and Research and Knowledge Exchange. For each of these, we publish high level outcomes, or key performance indicators (KPIs), progress on which is reported quarterly to the University Court, University Senate and to the Senior Leadership Team (SLT).

Research continues to be central to our strategy. The vitality of our research culture promotes synergy between research, knowledge exchange, teaching and other activities, enhancing each individual element of our work.

The REF 2021 results confirm the high quality of our research, its strong global reach, and the positive impact that its work is having in addressing many of the world’s most pressing social, economic and cultural issues. The University submitted research to REF 2021 under seven themes (REF 2021 Units of Assessment), and the expert peer review panels for REF 2021 confirmed that we had world-leading or internationally excellent research in every one of these themes. Our research was rated as world-leading in six out of the seven REF Units of Assessment to which we submitted work.

International competitiveness in research is fundamental to our Knowledge Exchange strategy, which is based on the translation of excellent research to the Scottish indigenous SME base. Our particular offering is that our research in food and drink, rehabilitation sciences, creative industries and hospitality and tourism is accessible and has a direct economic, cultural and societal impact for Scotland. Our aim is to understand society and enhance it, to connect local and international perspectives, to engage the public and external stakeholders and to make significant contributions to policy, planning and development.

Our partnership with East Lothian Council to develop an Innovation Park has at its core an ambition to contribute directly to the economic prosperity of the region, and beyond. We have worked to develop the concept for the Innovation Park, such work contributing to the securing of Edinburgh and East of Scotland City Deal funding, of £30 million. The Innovation Park includes a planned expansion of our Scottish Centre for Food Development and Innovation (SCFDI), together with commercial space for growing SMEs. The intention is to deliver specialist and generic research and business support services, together with development facilities for target SMEs. The proposal aligns with a number of national policies, including Scotland Food and Drink’s strategic plan ‘Ambition 2030’, the Scottish Government’s Economic Strategy, and the UK Government’s updated Industrial Strategy.

We are committed to widening participation amongst students who have previously been inhibited from entering Higher Education for social, economic or cultural reasons but also to taking active steps to maximise their persistence and success. We have adopted a definition of ‘under-represented groups’ that has extended beyond that of the narrow Scottish Index of Multiple Deprivation (SIMD) national indicator and have developed a range of initiatives to increase the participation and retention of those from a broad range of non-traditional groups.

Our widening participation strategy seeks to increase student numbers from non-traditional groups, including those that are first generation to go to Higher Education; from low progression schools; reside in communities in the lowest 20% and 40% of the Scottish Index of Multiple Deprivation (MD20); articulating students from Scotland’s Colleges, disabled students, or those who are Care Leavers.

At 2%, QMU shares the lowest level of unemployment in Scotland for its graduates 15 months after they have graduated. The average figure for Scotland is 5%. (Graduate Outcome Statistics 2018/19, published by HESA in 2023).

2.1 The University Court

Every higher education institution in the UK is headed by a governing body, which is responsible for overseeing the institution’s activities, determining its future direction and fostering an environment in which the institutional mission is achieved and the potential of all learners is maximised. The governing body ensures compliance with the statutes and provisions regulating the institution and its framework of governance. Subject to these, it takes all final decisions on matters of fundamental concern to the institution.

The Court is the governing body of Queen Margaret University, established by the Queen Margaret University, Edinburgh (Scotland) Order of Council 2007 which came into force on 1 April 2007.

The University is a company limited by guarantee (Company Number SC007335) and a charity (Scottish Charity No. SC002750) registered with the Office for Scottish Charities (OSCR). Court members are consequently Directors and also Charitable Trustees.

Details of the powers and governance framework of Queen Margaret University, Edinburgh can be viewed on the University's website.

The Court is responsible for carrying out the objectives of the University, ensuring the financial sustainability of the University and approving the strategic plan. In addition, the Court is responsible for monitoring the University’s compliance with the Scottish Code of Higher Education Governance.

The Court is supported by a number of committees, including the Finance & Estates Committee, Audit and Risk Committee, Nominations Committee and Senior Management Remuneration Committee. The Health and Safety Committee and the Equality and Diversity Committee also report to Court. The Court delegates to the University Senate responsibility for the academic work of the University and for the conferring of degrees and other awards. Operational management is delegated to the University’s Senior Leadership Team under the leadership of the Principal and Vice Chancellor, Sir Paul Grice. Details of the Senior Leadership Team can be found on the University's website.

An important aspect of the Court’s work is establishing and monitoring systems of control and accountability, including financial control, and reviewing the performance of the University. Court approves the mission and strategic vision of the University, its long-term business plans, key performance indicators (KPIs) and annual budgets, and ensures that these meet the needs of stakeholders.

The Court also appoints the Principal of the University and has in place arrangements for monitoring their performance.

The Chair provides leadership to the Court and works closely with the Principal. The Principal is responsible for providing advice on strategic direction and for the management of the institution, and is the designated officer in respect of the use of Scottish Funding Council funds.

2.2 Court Membership

Committed Court members are crucial to the University’s success. Court members are drawn from a range of backgrounds and professions, and include staff, student and Trade Union members. We are committed to ensuring that the membership of the Court reflects the communities that the University serves.

The Court is composed of:

• The Chair of Court.
• Between 11 and 15 lay members, who bring with them skills and experience of value to the University.
• The Principal and Deputy Principal. 
• Five staff members, two of whom are elected by staff, one of whom is appointed by Senate, and two of whom are appointed by nomination of Trade Unions representing academic and support staff.
• Two members appointed by being nominated by the students’ association of the University from among the students of the University.

Profiles of current Court members can be found on the University's website.

3.1 Key Responsibilities

Court members play an important part in ensuring that the necessary business of the Court is carried on efficiently, effectively, and in a manner appropriate to the proper conduct of public business. They are expected to make contributions to debate and to make their knowledge and expertise available to the Court as opportunity arises.

Members have a collective and individual responsibility for ensuring that the Court acts in accordance with the instruments of governance of the University and with the University’s internal rules and regulations, and to seek advice from the Secretary in any case of uncertainty. Court members exercise their responsibilities in the interests of the University as a whole rather than as a representative of any constituency.  In so doing, they agree to abide by the University Court’s Code of Conduct.

Court members must make a full and timely disclosure of personal interests to the Secretary in accordance with the procedures approved by the Court. They must, as soon as practicable, disclose any interest which they have in any matter under discussion and accept the ruling of the Chair in relation to the management of that situation, in order that the integrity of the business of the Court and its Committees may be and may be seen to be maintained.

Court members have particular legal responsibilities for the University which is a company limited by guarantee and an exempt charity. 

Court members may be appointed by the Court to at least one Committee of the Court and are expected to play a full part in the business of all Committees to which they are appointed. The expected time commitment for Court members is set out below.

Court members may also be asked to act as advocates on behalf of the University. This may include a role in liaising between key stakeholders and the University, or in fund-raising.

Members are supported fully in exercising all of their responsibilities. 

3.2 Attributes and Qualities

Court members conduct themselves in accordance with accepted standards of public life, which includes openness, objectivity, integrity, honesty and accountability. 

You will have the ability to act fairly and impartially in the interests of the University as a whole, using independent judgement, and maintaining confidentiality as appropriate. 

You will be an excellent communicator with appropriate negotiation, presentation and influencing skills.

You will have the ability to act as an ambassador and represent the University to the wider community and to operate as a member of a team.

Above all, Court members are supportive of the University’s ethos, mission and values, and committed to equality, diversity and inclusivity. You will have a strong, personal commitment to Higher Education, to its governance and to the values of Queen Margaret University.

3.3 Person Specification

Court appointments take account of personal and professional skills and experience in the context of the overall composition of the Court. In appointing to current vacancies, we are looking to rebalance and in some areas, enhance the Court in terms of membership skills and experience, and in terms of member diversity.

We welcome and encourage applications from people who identify as Black, Asian or from a Minority Ethnic background, and from disabled people. To preserve gender balance on the Court, we would welcome and encourage applications from women.

We are particularly interested to hear from individuals who can bring expertise and/or experience in the following areas: Health and Health Policy; Higher Education; and Human Resources.

Applicants with other areas of specialist knowledge are welcome to apply also. 

You will have experience as a member of a board/s or committee/s, or experience of operating at a strategic level in a professional role. 

Consideration will be given also to individuals with professional expertise who demonstrate the capacity to develop as a skilled member of the Court once appointed to the role. We will provide comprehensive training and support to appointees who are early in their board career.  

4.1 Remuneration

The role of Lay member of Court is unremunerated, but reasonable travel and subsistence expenses are reimbursed for attendance at Court and Committee meetings, for business conducted on behalf of the University, or duties carried out at the request of the Court. The rates of expenses claimable are the same as for members of staff under the University’s financial procedures. Directors and Officers Liability Insurance is in place.

4.2 Commitment

The expected time commitment required of Court members averages between 10-15 days per year. The Court meets on at least 5 occasions per academic year, and holds a Strategy Day on campus in the spring. Court members may meet individually with the Chair or Vice-Chair once or twice a year, and may be in membership of one of the Standing Committees of the Court that meet three or four times a year. There is background reading associated with each of these meetings.

In addition to the requirements set out above, Court members are invited to attend events held by the University, including the annual graduation ceremony in early July, professorial lectures, social and celebratory events.

If you share our values and vision, are able to subscribe to the commitments set out above, and consider you meet the person specification, we would be very interested in hearing from you.

Queen Margaret University is committed to ensuring that its Court represents the staff, students and community it serves. As such, we welcome applications that reflect the breadth and diversity of those communities, and that would further enhance the diversity of the Court.

Applications are invited in the form of:

• A current CV or description of work and other relevant experience.
• A supporting statement highlighting how your skills and experience match the role specification.
• The names of two referees who may be contacted.

You are also asked to complete and return an Equality and Diversity Monitoring Form. Please note that this form will be used purely for monitoring purposes. The form will be separated from your application and will not form part of the selection process.

Applications are invited by Sunday 7 July 2024 and should be submitted by e-mail to ihynd@qmu.ac.uk.

1. Court members commit to conducting themselves in accordance with accepted standards of public life, which are: Duty; Selflessness; Integrity; Objectivity; Accountability and Stewardship; Openness; Honesty; Leadership and Respect.
2. Independent (Lay) members and elected members hold office for an initial term of 3 years but may serve a second term. Ex-officio members serve for the length of their term in office.
3. Members exercise their responsibilities in the interests of the University as a whole rather than as a representative of any constituency. They agree to abide by the University Court’s Code of Conduct and complete a Register of Interests form annually.
4. Court members are expected to play an appropriate part in ensuring that the necessary business of the Court is carried on efficiently, effectively, and in a manner appropriate to the proper conduct of public business. They are expected to make rational and constructive contributions to debate and to make their knowledge and expertise available to the Court as opportunity arises.
5. Members have a responsibility for ensuring that the Court acts in accordance with the instruments of governance of the University and with the University’s internal rules and regulations, and to seek advice from the Secretary in any case of uncertainty.
6. Court members must make a full and timely disclosure of personal interests to the Secretary in accordance with the procedures approved by the Court. They must, as soon as practicable, disclose any interest which they have in any matter under discussion and accept the ruling of the Chair in relation to the management of that situation, in order that the integrity of the business of the Court and its Committees may be, and may be seen to be, maintained.
7. Court members have particular legal responsibilities for the University, which is a company limited by guarantee and an exempt charity.
8. Court members may be appointed by the Court to at least one Committee of the Court and are expected to play a full part in the business of all Committees to which they are appointed.
9. Court members may be asked to represent the Court and the University externally, and will be fully briefed by the University to enable them to carry out this role effectively.
10. Court members may also be asked to act as advocates on behalf of the University. This may include a role in liaising between key stakeholders and the University, or in fund-raising.
11. The likely overall time commitment required of Court members averages between 10-15 days per year. The Court meets on at least 5 occasions per academic year, and has Strategy Day on campus in the spring. Court members may meet individually with the Chair or Vice-Chair once or twice a year, and may be required to attend sub-committee meetings three or four times a year. There is background reading associated with each of these meetings.
12. In addition to the requirements set out above, Court members are invited to attend events held by the University, including the annual graduation ceremony in early July, professorial lectures, social and celebratory events,
13. Court members are not remunerated for their work as Court members, but are encouraged to reclaim all travelling and similar expenses incurred in the course of University business via the Secretary pursuant to the University policy on this issue.

Court Members’ Handbook (including governance structure)

Senior Officers

Membership of Court

Strategic Plan

Outcome Agreement with the Scottish Funding Council (SFC)

Annual Report and Accounts

Court Statement of Primary Responsibilities

Scottish Code of Higher Education Governance

Financial Memorandum with the Scottish Funding Council