Governance Statement

Purpose and Scope

Apart from delegating day-to-day executive power to the President, the Board of Directors has assigned strategic decision-making authority to the Board of Governors. Under the articles of association, the Board of Governors may establish and delegate powers to other School bodies. It has constituted the Academic Board, as the senior academic authority, and a Quality and Audit Committee. The President, who is appointed by and reports to the Board of Governors, may also establish an Executive Committee.

The main aim of this Scheme of Delegation is to outlines the framework within which the Board of Governors and its principal bodies operate. It defines the roles, responsibilities, and authority delegated to School bodies to ensure effective governance, decision-making, and accountability in line with the School's strategic objectives, regulatory compliance, and academic standards. It is expanded upon further in this Governance Statement.

Governance Structure

The governance of the School is carried out by the following principal bodies:

• Board of Directors: The ultimate legal authority of the School.
• Board of Governors: Responsible for the School's strategic vision, regulatory compliance, and the maintenance of academic standards. The Board of Governors also manages this Scheme of Delegation.
• President: Is appointed by the Board of Governors and works with it to develop strategies and ensure their implementation. The President serves as Chair of the Executive Committee.
• Executive Committee: Manages the day-to-day operations of the School and reports to the Board of Governors through the President.
• Academic Board: As senior academic authority, oversees academic quality and standards and reports directly to the Board of Governors.
• Quality and Audit Committee: Advises the Board of Governors on risk management, audit processes, and financial matters.

Under this scheme of delegation, the Board of Governors and the principal bodies above may establish additional boards, committees, or panels as necessary to ensure further effective decision-making and governance.

Roles and Responsibilities

All School bodies are expected to operate within the limits of its terms of reference, maintaining integrity, transparency, and compliance with all applicable School regulations and policies. All bodies ultimately report directly to the Board of Governors.

Reserved Matters

The following matters are reserved exclusively for the decision of the Board of Governors:

• The School's strategic vision, mission, values, and high-level KPIs.
• Approval of annual budgets, financial statements, and borrowing.
• Setting tuition fees and related charges.
• Establishing control and accountability systems, including appointing the Audit Committee, managing the risk register, appointing auditors, and conflict of interest procedures.
• Strategic approval of programmes, appointment of the Academic Board, amendment of academic regulations, and ensuring compliance with the Office for Students (OfS) and external requirements.
• Adherence to obligations from contracts or legal commitments and managing the Scheme of Delegation.

Financial Delegation

Financial authority is delegated as follows:

• Up to £500: Approved by individual directors.
• £500 - £3,000: Requires approval from two directors.
• Over £3,000: Requires approval from the President.

All expenditure must align with the approved budgets and comply with reserved matters.

Any expenditure exceeding these budgets requires prior written approval from the Board of Governors, and a risk assessment must be conducted where necessary.

Compliance and Accountability

All governance bodies must:

• Operate within their defined terms of reference and powers limits.
• Adhere to all relevant regulations, policies, and procedures.
• Ensure transparency and accountability in all decision-making processes.
• Follow expected governance and delegation procedures.
• Ultimately report to the Board of Governors on their activities, decisions, and outcomes.

Creation and Authority of Additional Bodies

The Board of Governors and principal bodies may establish additional boards, committees, or panels as necessary to facilitate governance.

Any such bodies must operate within the authority limits set out in this Scheme of Delegation and are accountable to the Board of Governors.

Review and Amendment Procedures

This Scheme of Delegation shall be reviewed annually by the Board of Governors or more frequently if necessary to ensure it remains effective and relevant.

Governance Support

Governance and accountability are supported by the Automated Governance System (AGS), which ensures transparency, compliance, and effective governance practices throughout the School.

Summary

This Scheme of Delegation defines the roles and responsibilities of each governance body within the School, establishes financial controls, and reinforces compliance with regulatory requirements. It promotes delegation, accountability, and effective decision-making in line with the School's strategic objectives and values.

The School is registered as a limited company at Companies House. The Board of Directors, consisting of the two founders of the School who are also the sole shareholders, holds ultimate legal responsibility for the School. This board is legally accountable for the School’s operations and compliance with relevant regulations.

Under the School’s Articles of Association, the Board of Directors has delegated strategic decision-making authority to the Board of Governors. Additionally, day-to-day executive authority has been ceded to the School President.

The Board of Directors reserves the right to overrule any decision made by the Board of Governors. If the Board of Directors chooses to exercise this right, it will issue a public statement detailing the decision and its reasons. This statement will be published on the School’s website to ensure full transparency, accountability, and good governance.

The Board of Governors, as the School’s governing body with powers delegated by the Board of Directors, holds key responsibilities including:

• Strategy formulation
• Financial and business authority
• Overall accountability
• Employment authority for all staff
• Monitoring and evaluating the School's performance against its vision, values, and KPIs
• Strategic programme approvals
• Amendments to academic regulations and conduct codes
• Compliance with registration conditions and external HEI requirements
• Management of the Scheme of Delegation
• Oversight of academic quality and standards

The Board values external expertise and includes independent governors with specialisms in higher education, finance, and business to enhance its decision-making. External experts are consulted for new programme approvals, assessments, and governance.

The Board of Governors will initially consist of:

• Chair of the Board of Governors
• President (ex officio)
• External governor(s)

As School operations grow more complex, the Board of Governors will expand to accommodate this. Before the School reaches 500 enrolled students, the Board will increase to up to 9 voting members (excluding the Secretary) to ensure diverse backgrounds and skills. The expanded Board will include:

• Elected Members: Up to 3 independent Governors from Higher Education, charitable, and public sectors.
• Student Members: Up to 3 student members appointed by the Board for a one-year term, following successful registration and receipt of Degree Awarding Powers.

The criteria for appointing Board members are as follows:

• DBS Check: All individuals must complete an enhanced Disclosure and Barring Service (DBS) check before appointment.
• Alignment with Vision: Members must share the School’s vision of empowering individuals through technology and act as ambassadors for the School at events.
• Relevant Knowledge and Experience: Members should have relevant qualifications, skills, and experience. They must be capable of exercising independent and critical judgement, particularly in risk management. A degree in a related field (e.g., computing, business, or management) is required. Experience in leading business transformation and organisational leadership is essential, with experience as a non-executive director being beneficial.
• Commitment to Higher Education: Members must understand and apply relevant higher education laws and regulations, focusing on the student experience and quality assurance.
• Communication and Collaboration: Members must possess excellent communication skills and a collaborative attitude to support the School’s vision and mission.
• Time Commitment: Members must be prepared to dedicate the necessary time to fulfil their role effectively.
• Fit and Proper: Members must be of good character, with the necessary qualifications, competence, skills, and experience for their role. They must not have been involved in serious misconduct or mismanagement and must be able to perform their duties effectively, considering reasonable adjustments.
• Equality, Diversity, and Inclusivity: Members must be committed to promoting equality, diversity, and inclusivity, aligned with the School’s vision.
• Term Limits: Membership is limited to a maximum of three terms of 3 years each (excluding ex officio members) to ensure regular refreshment of the Board.

All governors must adhere to the Code of Conduct for Governors and also the Declaration/Management of Interests sections outlined in this statement.

The Board of Governors is responsible for:

Strategy

• Setting the School's strategic vision, mission, and values.
• Developing and evaluating the School's academic orientation and long-term plans.
• Identifying key performance indicators (KPIs) to measure outcomes, ensuring alignment with stakeholder needs and regulatory requirements.
• Reporting transparently to stakeholders and regulators.

Authority

• Acting as the primary financial and business authority:
  • Ensuring proper accounting practices.
  • Approving annual budgets, financial statements, and audited reports.
  • Setting tuition fees and other charges.
  • Approving financial authority limits.
  • Managing the School's assets, property, and estate.
• Serving as the primary accountable governing body:
  • Ensuring compliance with legal and regulatory obligations, including contractual commitments.
  • Communicating effectively with the executive team to inform Board decisions and operations.
  • Overseeing the School's equality and diversity commitments.
• Acting as the primary employment authority:
  • Appointing the President.
  • Developing and evaluating the human resources strategy.
  • Reviewing and determining staff remuneration, benefits, and employment conditions.
  • Establishing and overseeing control systems and procedures for grievances and conflict management.

Monitoring

• Evaluating the School's performance against its vision, values, regulations, policies, KPIs, and plans.
• Resolving disputes between School bodies and acting as the final interpreter of terms of reference.
• Monitoring the executive team’s performance in managing academic, corporate, financial, estate, and human resources.
• Overseeing systems of control and accountability, including risk management and conflict of interest procedures.

Academic Standards Oversight

• Ensuring the Academic Board is properly constituted and effective.
• Delegating academic standards oversight to the Academic Board.
• Reviewing reports from the Academic Board on:
  • Academic standards
  • Quality of the student experience
  • Student welfare provision
  • Compliance with Office for Students (OfS) conditions and external requirements, including HESA returns.

Delegation:

Under the scheme of delegation, the Board of Governors can delegate responsibilities and receive reports from principal bodies before each of its three meetings:

• Academic Board (including Module and Programme Examination Boards)
• Quality and Audit Committee
• Executive Committee (including departments and teams)

Reserved Matters: 

However, only the Board of Governors can decide on:

• The School's strategic vision, mission, values, and high-level KPIs.
• Approval of annual budgets, financial statements, and borrowing.
• Setting tuition fees and related charges.
• Establishing control and accountability systems, including appointing the Audit Committee, managing the risk register, appointing auditors, and conflict of interest procedures.
• Strategic approval of programmes, appointment of the Academic Board, amendment of academic regulations, and ensuring compliance with the Office for Students (OfS) and external requirements.
• Adherence to obligations from contracts or legal commitments and managing the Scheme of Delegation.

Additional bodies supporting School services include:

• Module and Programme Examination Boards
• Extenuating Circumstances Committee
• Academic Misconduct Panel
• Confirmation of Acceptance for Studies (CAS) Panel
• Exclusion Panel
• Student Disciplinary Panel
• Student Experience Committee

These bodies report to one of the principal bodies, which then communicates their reports to the Board of Governors.

The Board of Governors may establish and delegate responsibilities to principal bodies and sub-bodies within the School to ensure efficient and effective governance. The following will be defined for each body:

• Terms of reference
• Membership, including student representatives
• Reporting requirements

Delegated areas may include:

• Academic standards
• Operations
• Equality, Diversity, and Inclusion (EDI)
• Quality and compliance
• Safety and wellbeing
• The student experience
• Audit and risk

• Appointment: Refer to the sections on Appointment and Declaration/Management of Interests.
• Frequency: The Board of Governors will meet three times per calendar year.
• Secretary: The Student Wellbeing Team will provide a Secretary to minute all meetings. This Secretary will be a non-voting attendee and will not count towards the quorum.
• Venue: Meetings may be held in person, hybrid, or fully virtual.
• Quorum: A quorum requires three voting members, including at least one independent member (not staff or shareholder) when the School has 500 or more enrolled students.
• Consensus: Decisions will be made by consensus after thorough debate.
• Decision Making: The Board has the authority to make all decisions necessary for the School's operation, including co-opting new members as per the Terms of Reference.
• Voting: Decisions requiring a vote will be made by an ordinary majority of those present and voting at a quorate meeting.
• Deadlock: In case of a tie vote, the Chair of the meeting will cast an additional deciding vote.
• Changes: Amendments to these Terms of Reference require a resolution passed by a Special Majority of at least 75% of all voting members and unanimous approval from the Board of Directors. Normal quorum rules do not apply to these resolutions.
• Transparency: The Board will record and publish minutes of all meetings, including voting records.
• Arrangement: The AGS is responsible for ensuring all Board members receive adequate notice of meetings, along with agendas and relevant papers.
• Board of Directors: Provisions related to the Board of Directors, including the authority to overrule Board of Governors decisions, apply.

The President has been assigned day-to-day executive powers by the Board of Directors. Further to this, the President can set up an Executive Committee.

The Executive Committee is a principal body of the School, responsible for overseeing the efficient delivery and quality of services, and reporting to the Board of Governors through the President. Its duties include:

• Managing academic, administrative, and infrastructural functions through various departments and teams.
• Developing, managing, and monitoring operational and strategic activities.
• Advising the Board of Governors and other governance and quality bodies through the President.
• Coordinating key areas such as teaching, IT services, and student support.
• Monitoring performance metrics related to regulations and policies.
• Addressing challenges and optimising processes to enhance the quality of the School’s services.

The Executive Committee is composed of:

• The President (Chair)
• All departmental directors

All members of the Executive Committee are ex officio and must undergo enhanced Disclosure and Barring Service (DBS) checks as a condition of their employment. The Committee engages regularly with students, including through the Monitoring and Evaluation Regulations.

The Executive Committee is responsible for:

Executive and Operational Management and Delivery

• Preparing and overseeing the development, implementation, and review of:
  • Academic, learning and teaching, and other strategies, including new programmes
  • Business Plans
  • Budgets
  • Operational and Resource Plans, ensuring alignment with academic aims, the Student Charter, Student Outcomes Statement, and Graduate Attributes
  • Relevant changes to Regulations, Codes of Conduct, and Policies
• Collaborating with the Quality and Audit Committee on risk 
• Making operational and management decisions and reporting them to the Board of Governors and, if necessary, the Academic Board
• Establishing or disbanding sub-bodies and task groups
• Setting and monitoring delegated authority, including budgets and operational management
• Approving and monitoring expenditures within limits set by the Board of Governors
• Managing and supporting relationships with external partners and service providers

Monitoring

• Reviewing the School’s performance and delivery of academic and other services by evaluating KPIs, reports, and evidence from Directors, sub-committees, and other bodies, and taking action as needed
• Ensuring departmental and team plans are executed
• Engaging with stakeholders, including students, through meetings and other methods, and taking necessary actions
• Holding regular meetings, at least weekly
• Making decisions in accordance with regulations and policies
• Providing updates to the Board of Governors and, if necessary, to the Academic Board on progress towards strategic goals, plans, and initiatives
• Reviewing and reporting on changes in sector policy, practice, and performance, and conducting horizon scanning of the higher education landscape and business environment

Reporting and Advice

• Providing reports and advice to the Board of Governors through the President and, as needed, to the Academic Board and Quality and Audit Committee
• Overseeing the preparation of standing items and periodic reports for the Board of Governors, and as needed for the Academic Board and Audit Committee
• Facilitating clear and timely communication between the School and its stakeholders, including students, faculty, and staff

Risk Management

• Reporting to the Quality and Audit Committee under the Risk Management Policy
• Implementing and monitoring policies, including Admissions and Registration Policies, Student Protection Policies, Academic Experience Policies, Codes of Conduct, and the School’s Health and Safety Policy, and reporting on their metrics
• Collaborating with the Board of Governors, Quality and Audit Committee, and Academic Board to identify, evaluate, monitor, and manage corporate and academic risks, especially those impacting the student experience

The Committee will produce reports for all annual meetings of the Board of Governors, based on reports received from associated bodies and sub-bodies.

• Appointment: Refer to the Declaration/Management of Interests section.
• Frequency: The Committee meets at least once a week.
• Venue: Meetings can be held in person, hybrid, or virtually.
• Consensus: The Committee aims to reach decisions by consensus after thorough debate. If consensus cannot be achieved, voting rules similar to those of the Academic Board apply, including procedures for resolving deadlock.
• Decision Making: Within the scheme of delegation and its terms of reference, the Committee is authorised to make all decisions necessary for the School’s successful operation, reporting to the Board of Governors.
• Delegation: The Committee may establish and delegate responsibilities to relevant sub-bodies and task groups to ensure efficient operations.
• Reporting: The Executive Committee will report to the Board of Governors before Governors' meetings.

To deliver its day-to-day services, the School has four main departments under Directors of the Executive Committee:

1. Education
2. Operations
3. Marketing
4. Technology

Each department consists of the following teams:

1. Education:

   • Admissions Team
   • Programme and Module Teams (refer to the Teaching and Learning Policy)
   • Student Experience Committee
   • CAS Panel

2. Operations:

   • Estates and Facilities Team
   • HR Team
   • Student Wellbeing Team
   • Student Disciplinary Panel
   • Finance Team

3. Marketing:

   • Marketing Team
   • Events Team

4. Technology:

   • AGS and IT Team

When defining business functions, 'teams' rather than specific job titles are used:

• A team may include zero or more dedicated employees and can be outsourced. The size and structure of each team will vary based on operational scale.
• At the smallest scale, a Department Director may act as the sole member of all teams within that department.
• As services expand, the Director will recruit, train, and lead additional team members to manage the increased workload effectively.

Each department has a director who is a member of the Executive Committee (EC) and oversees both the department and its teams. The Director is responsible for:

• Reporting on department and team operations to the EC weekly.
• Submitting annual strategies, plans, and budgets for review by the EC. These are then forwarded to the Academic Board, if necessary, and the Board of Governors.
• The EC reports to the Board of Governors through the President.

The Admissions Team plays a key role in the School’s admissions process, supported by staff trained or experienced in higher education admissions. Their responsibilities include:

• Work closely with the Marketing Team to ensure a positive applicant journey.
• Promote access, engage in outreach activities, and participate in open days.
• Provide excellent customer service and represent the School professionally.
• Address all pre-application queries, including those related to UCAS, CAS, and visas.
• Record and track all queries and applications according to School regulations and policies.
• Arrange interviews as needed.
• Collaborate with undergraduate and postgraduate programme and module teams to understand entry requirements and address queries.
• Manage offers, pre-contract information, contracts, registration, and enrolment.
• Collate metrics for reporting and continuous improvement.

The School’s undergraduate and postgraduate courses are managed by academic staff in the programme and module teams within the Education Department. Each team has specific responsibilities:

• Programme Team:

  • Comprises academic staff, including a programme leader.
  • Oversees the management of academic programmes and credit-bearing short courses.
  • Ensures the programme's coherence and up-to-date content.
  • Acts as a point of contact for students.
  • Submits programme reports in accordance with the Module, Progression, and Award Regulations.
  • Promotes the student experience and attends meetings.
  • Writes annual monitoring reports as per the Monitoring and Evaluation Regulations.
  • Collaborates with external experts and manages programme changes and validation.

• Module Team:

  • Consists of academic staff, including a module leader.
  • Manages modules and credit-bearing short courses.
  • Ensures module coherence and up-to-date content.
  • Oversees effective module delivery and acts as a point of contact for students.
  • Manages summative assessments according to academic regulations and the Assessment Regulations.
  • Promotes the student experience, submits module marks under the Module, Progression, and Award Regulations.
  • Attends meetings, writes annual monitoring reports under the Monitoring and Evaluation Regulations, and recommends changes to content and delivery.
  • Works with external experts and manages module changes and validation.

The Student Experience Committee provides a valuable means of student engagement under the Monitoring and Evaluation Regulations:

• Each programme and level contributes two representatives to the Student Experience Committee, elected by the Student Wellbeing Team at the start of the academic year.
• The Committee is chaired and coordinated by the Director of Education and includes all module and programme leaders.
• It meets once per semester. A quorum requires 75% of representatives and the Chair.
• Meetings can be held in person, hybrid, or virtual.
• The Chair prepares the agenda, sends invitations, records minutes, and notes actions.
• Decisions are made by consensus or majority vote. The Chair has a casting vote if necessary.
• Following meetings, the Chair sends action lists to relevant staff and students and monitors progress.
• The Director of Education reports Committee outcomes to the Executive Committee and the Academic Board.

The School is dedicated to creating a supportive environment for international students. As a licensed sponsor under the UK's Student Visa system, it follows all UK Home Office and UKVI regulations to ensure a compliant visa process:

• The Visa Sponsorship and Confirmation of Acceptance for Studies (CAS) Policy outlines the framework for meeting the School’s legal responsibilities.
• The Admissions Team is typically responsible for handling CAS applications. In complex cases, the CAS Panel reviews applications and reports to the Executive Committee.
• Details on the CAS Panel’s composition, responsibilities, and operations are provided in the Visa Sponsorship and Confirmation of Acceptance for Studies (CAS) Policy.

The School has a physical site where students can meet staff and peers. The Director of Operations oversees this site, with key staff members, including the Director of Education, permanently based there.

The Estate and Facilities Team, reporting to the Director of Operations, is responsible for:

• Ensuring the site is managed and arranged to support the School’s services, including learning and teaching.
• Making recommendations and plans, requesting budgets, and managing contractors as needed for site functionality.
• Overseeing health, safety, and security at the site.
• Managing utilities and access.
• Procuring and overseeing the acquisition of resources, including digital resources, to support service delivery.
• Managing risk, insurance, and compliance at the site.

The School is dedicated to recruiting high-quality staff who support its mission and contribute to an excellent academic experience. The HR Team is responsible for:

• Supporting staff through appropriate processes.
• Managing benefits and compensation systems.
• Administering annual appraisals and performance management.
• Overseeing induction, CPD, and training frameworks.
• Managing job descriptions, recruitment, and appointment systems.
• Promoting equality, diversity, and inclusion.

The School’s strategy prioritises students, recognising the link between teaching excellence and holistic life experiences. The Student Wellbeing Team provides free, independent, and confidential support on various academic, financial, and well-being issues. Its responsibilities include:

• Personal Academic Tutoring (PAT) across the School.
• Supporting student well-being and mental health.
• Assisting with reasonable adjustments and Learning Support Plans, during and after enrolment.
• Providing support for extenuating circumstances.
• Addressing bullying, harassment, and victimisation.
• Offering fitness to study assistance.
• Providing visa support.
• Encouraging engagement with studies.
• Facilitating relevant interventions and referrals, including medical and financial.
• Delivering wellbeing training for staff and organising related events.
• Contributing to the wellbeing strategy and policy, including aspects of learning and teaching.
• Collecting data, evaluating, and monitoring to drive continuous improvement in student wellbeing.

The School expects all students to behave with respect and consideration towards everyone in the community, including students, staff, and visitors, and to uphold the School’s reputation and environment:

• The School has a Student Disciplinary Policy that governs student behaviour to ensure the smooth operation of the School and safeguard the community.
• The Student Disciplinary Panel, which operates under the Executive Committee, oversees this policy and reports to the Executive Committee.
• Details on the composition, responsibilities, and operations of the Student Disciplinary Panel are outlined in the Student Disciplinary Policy.

The Finance Team, led by the Director of Operations, manages the School's financial systems and processes, including:

• Assessing and issuing invoices for contract payments based on programmes and study modes.
• Working with the Executive Committee and Director of Operations to ensure effective budgeting and reporting.
• Preparing forecasts and maintaining accurate financial reports to aid annual planning and growth.
• Overseeing all income streams, such as tuition fees and student loans, including invoicing, recording, and reporting to the Executive Committee.
• Managing accounts payable and implementing risk, protection, and control systems.
• Ensuring financial compliance, record-keeping, and reporting, and providing access to management information and business intelligence for School bodies.
• Advising on financial strategies, growth, risk systems, and health.
• Collaborating with other teams, including the Admissions Team.

The Marketing Team is responsible for various functions under the Accuracy of Information Policy (AOIP) and Academic Regulations and Policies Policy, including:

• Managing brand, marketing, recruitment, and other strategies.
• Conducting market research.
• Collaborating with the Programme and Module Team to support recruitment campaigns.
• Overseeing the School’s website, other channels, and marketing assets.
• Ensuring information accuracy and compliance with consumer protection laws.
• Coordinating with the Admissions Team, attending fairs, and organising open days.
• Linking recruitment efforts with admissions processes.
• Handling external engagement and public relations.
• Facilitating internal communication, particularly with students.
• Implementing and communicating changes in regulations and policies.

The Events Team, in collaboration with the Marketing Team, is responsible for organising and managing the School's events, including conferences, panels, and talks. Its duties include:

• Creating an annual events schedule.
• Organising logistics for each event.
• Coordinating with the Marketing Team to promote events.
• Managing event registration.
• Liaising with speakers.
• Overseeing event delivery.
• Collecting feedback on events.
• Producing event reports.

The School’s digital infrastructure encompasses its hardware and software, including the learning management system and Automated Governance System (AGS). The AGS supports the School’s services, teaching, and community interactions. The AGS and IT Team is responsible for:

• Managing the School’s hardware and software to ensure service delivery.
• Overseeing IT Regulations and relevant policies.
• Handling cybersecurity and user access systems.
• Managing the Information Technology (IT) Infrastructure Management Policy.
• Providing technical support.
• Ensuring adherence to best IT practices.
• Facilitating digital training.

• Strategy: The Director is responsible for translating relevant strategies and School plans into actionable targets for departments and teams, ensuring they are measurable and deliverable, and monitoring associated risks.
• Induction: Directors must ensure systems are in place for the induction of all staff, covering the School’s academic regulations and policies.
• Plan and Targets: All plans and targets must be clearly communicated to departments and teams.
• Workload Allocation Model: Directors will use a workload allocation model, considering factors such as student and staff numbers, needs, and hours, to ensure effective service delivery.
• Line Management and Appraisal: Directors must implement a proper line management and reporting system, support staff, and ensure effective appraisals.
• Training: Directors are responsible for overseeing, supporting, and submitting staff training plans.
• Meetings: Directors will ensure that meetings within departments and teams are effective, supporting staff development and the delivery of the School’s strategy and plans.

Directors will regularly report to the Executive Committee and other relevant bodies on these responsibilities.

The Academic Board, as the senior academic authority of the institution, exercises powers delegated by the Board of Governors. Its responsibilities include:

1. Reviewing the state of research, scholarship, and teaching, and ensuring compliance with UK Higher Education norms and the Frameworks for HE Qualifications of UK Degree-Awarding Bodies.
2. Collaborating with the Executive Committee, particularly the Director of Education and the Education Department, and receiving relevant reports and items from the Executive Committee. This includes staff training, teaching and learning strategies, the Student Outcomes Statement, Graduate Attributes, new programmes, and updates on academic goals.
3. Overseeing the examination boards to maintain academic standards and ensure the conferment of awards and qualifications.
4. Managing the approval, modification, and revalidation of programmes and modules.
5. Overseeing Examination Boards.
6. Engaging with external experts and examiners and responding to their reports.
7. Governing research ethics and governance.
8. Retaining ultimate responsibility for academic standards and quality, even when delegating tasks to staff members.
9. Reporting to the Board of Governors at least three times per cycle before their meetings.

The Academic Board's voting membership, consisting entirely of ex officio members, includes:

• Director of Education (Chair)
• Heads of Programmes (up to 3)
• Module Leaders (up to 3)
• An independent external member (scrutineer)
• A student representative (once the first cohort of students is recruited)

The Academic Board is responsible for:

1. Ensuring academic quality and standards, including adherence to regulations and policies.
2. Overseeing all examination boards, which report to the Academic Board, to maintain standards and manage awards.
3. Approving applications related to research ethics and governance.
4. Approving strategies and plans, addressing risks to academic quality and integrity, and collaborating with other bodies.
5. Promoting innovation and excellence in teaching, learning, and scholarship by reviewing and approving relevant strategies and proposals.
6. Facilitating informed discussions on academic issues affecting the School, particularly regarding comparability and higher education standards.
7. Engaging with external academic experts and responding to their reports.
8. Managing the approval and modification processes for new programmes and modules.
9. Overseeing collaboration with academic Professional, Statutory, and Regulatory Bodies (PSRBs) and other higher education institutions.
10. Proposing changes to academic regulations and codes of conduct to the Board of Governors, working with the Executive Committee on policy changes, and approving those within its remit.
11. Advising the Board of Governors on resolving academic risks.

The Board produces reports for the Board of Governors' annual meetings, including those from examination boards.

The Board operates as follows:

• Appointment: Refer to the Declaration/Management of Interests section.
• Frequency: Meetings are generally scheduled around assessment periods.
• Secretary: The President appoints a Secretary from the Student Wellbeing Team to minute all meetings. The Secretary is a non-voting attendee and does not count towards quorum.
• Venue: Meetings can be held in person, hybrid, or entirely virtual.
• Quorum: A meeting is quorate if it includes the Chair and two other members, with the Secretary present.
• Consensus: Decisions should be reached by consensus after thorough debate.
• Voting: If a vote is necessary, decisions are made by an ordinary majority of those present and voting at a quorate meeting.
• Deadlock: In case of a tie, the Chair has a casting vote.
• Transparency: Minutes of all meetings will be recorded and published.
• Reporting: The Academic Board reports to the Board of Governors before their meetings.

The Quality and Audit Committee is a principal body responsible for:

• Overseeing the School's Risk Management Policy, Business Continuity Plan, and risk register.
• Managing audit processes and evaluating accounts and financial integrity.
• Collaborating with the Executive Committee.
• Monitoring internal controls and identifying potential risks.
• Implementing mitigation strategies to protect student interests, assets, and reputation.
• Conducting regular audits, analysing accounts, and assessing public interest governance principles.
• Recommending improvements to the Board of Governors.

In terms of membership:

• The Quality and Audit Committee must have at least three members appointed by the Board of Governors.
• One member must be an independent governor. Other members can be staff, students, or external members, with a priority for student representation.
• Members should, as far as possible, have no direct executive responsibilities within the School. This criterion becomes mandatory once the School enrols 500 students.
• The Chair of the Committee will be the independent governor.
• Members who miss more than two consecutive meetings will be considered to have resigned, and their replacement should be arranged as soon as possible.

The Quality and Audit Committee is responsible for:

1. Reviewing and reporting on the adequacy and effectiveness of the School’s internal controls, risk management processes, and mitigation systems, including those outlined in the Risk Management Policy.
2. Reviewing and reporting on insurance and other risk mechanisms.
3. Advising the Board of Governors and other bodies on quality and compliance matters.
4. Overseeing, reviewing, and reporting on the Strategic Risk Register and Operational Risk Register.
5. Reviewing and reporting on the integrity of the School’s financial statements, financial performance announcements, and communications with the Office for Students.
6. Advising on the effectiveness of internal and external audit functions and related arrangements.
7. Advising on compliance with legal and regulatory requirements.
8. Advising on adherence to ethical standards.
9. Reviewing and reporting on the operational efficacy of School Health and Safety arrangements.
10. Investigating, resolving, and reporting on alleged breaches involving members of the Executive Committee or Academic Board. Breaches involving other principal bodies are handled by the Board of Governors.
11. Advising on the appointment and removal of the School’s accountants and auditors.
12. Investigating suspected financial irregularities and reporting on them.

The Committee will report to the Board of Governors before their meetings, including a summary of its activities, significant issues, and recommendations. The Board of Governors will review these reports as part of its assessment of all principal body reports.

• Appointment: Refer to the Declaration/Management of Interests section.
• Frequency: The Committee meets three times a year, aligned with Board of Governors meetings to provide reports. 
• Secretary: A Secretary from the Student Wellbeing Team will minute all meetings. The Secretary is a non-voting attendee and does not count towards quorum.
• Venue: Meetings can be held in person, hybrid, or virtually.
• Quorum: A meeting is quorate with the Chair and one other member, plus the Secretary.
• Consensus: Decisions should be reached by consensus after thorough debate.
• Voting: If a vote is needed, decisions are made by an ordinary majority of those present and voting at a quorate meeting.
• Deadlock: In case of a tie, the Chair has a casting vote.
• Transparency: Minutes of all meetings will be recorded and published.
• Arrangement: The Head of the Student Wellbeing Team is responsible for ensuring all Committee members receive adequate notice, agendas, and papers for meetings.
• Reporting: The Committee reports to the Board of Governors before their meetings.

The Board of Governors serves as the governing body of the School. It relies on several principal bodies to ensure effective delivery of the School's services. These principal bodies report to the Board of Governors before its three annual meetings.

The principal bodies include:

• President and the Executive Committee (and its departments and teams)
• The Academic Board (including Module and Programme Examination Boards)
• The Quality and Audit Committee

Sub-bodies that support service delivery are as follows:

• Research Ethics Committee
• Module and Programme Examination Boards
• Extenuating Circumstances Committee
• Academic Misconduct Panel
• Exclusion Panel

As the School expands, additional sub-bodies may be established, such as:

• Equality and Diversity Committee
• Quality and Compliance Committees
• Safety and Wellbeing Committee

All sub-bodies report to one of the principal bodies, which may also create or disband further sub-bodies as necessary. Student membership must be a priority when proposing new sub-bodies.

All bodies must comply with the Scheme of Delegation and other rules and procedures outlined in this statement.

The Academic Board will convene a standing Ethics Committee meeting each semester, with additional meetings scheduled as needed.

• Students and supervisors should aim to submit their assessments by these meetings.
• Staff assessments will also be reviewed, with urgent requests considered on an ad hoc basis.
• The Committee will review submissions and request necessary modifications to ensure ethical compliance within 5 working days of the meeting.
• Projects that cannot be modified to avoid harm must be revised to meet compliance standards.
• All decisions and actions will be recorded and stored on the Automated Governance System (AGS).

The School's examination boards are essential for upholding the academic integrity, consistency, and fairness of assessment processes and qualifications. Their key responsibilities include:

• Overseeing assessments across various programmes, ensuring rigorous and transparent standards.
• Reviewing and verifying marking and grading processes to ensure adherence and consistency.
• Handling cases of academic misconduct and addressing breaches of academic integrity.
• Making recommendations on student progression, awards, and degree classifications based on comprehensive performance reviews.
• Integrating feedback from external examiners, faculty, and students to refine assessment practices.

The Examination Boards report to the Academic Board. For detailed information on their composition, responsibilities, and operations, refer to the Examination Boards and Academic Appeal Regulations.

The School’s extenuating circumstances policy supports students facing unforeseen challenges that may affect their academic performance.

• Students must submit their application for extenuating circumstances via the Automated Governance System (AGS).
• The Extenuating Circumstances Committee (ECC) will review these applications and make decisions accordingly.
• The ECC reports to the Academic Board.

For details on the ECC:

• Composition: Refer to the Extenuating Circumstances Regulations.
• Responsibilities: See the Extenuating Circumstances Regulations.
• Operations: Consult the Extenuating Circumstances Regulations

The School is dedicated to maintaining academic integrity, which is crucial to its educational mission. Academic misconduct, such as plagiarism, cheating, and falsification, is addressed through clear guidelines and procedures in the Academic Misconduct Regulations.

• An Academic Misconduct Panel will be established for each suspected case of academic misconduct.
• This panel investigates the case, decides the outcome, and reports to the Academic Board.

For details on the Academic Misconduct Panel:

• Composition: Refer to the Academic Misconduct Regulations.
• Responsibilities: See the Academic Misconduct Regulations.
• Operations: Consult the Academic Misconduct Regulations.

The School’s Exclusion Regulations ensure the maintenance of academic integrity, safety, and overall well-being by setting guidelines for student behaviour and academic performance. These regulations apply to both undergraduate and postgraduate students, promoting a high-quality learning environment.

• The Programme Examination Board, along with an Exclusion Panel established by the Executive Committee, handles exclusion matters.
• The Exclusion Panel reports to the Executive Committee.

For detailed information:

• Composition: Refer to the Exclusion Regulations.
• Responsibilities: See the Exclusion Regulations.
• Operations: Consult the Exclusion Regulations.

The Executive Committee meets weekly to address immediate operational issues and holds comprehensive meetings in week 8 of each semester, totalling three times a year. These comprehensive meetings prepare detailed reports for the Board of Governors.

• Weekly Meetings: Focus on immediate operational challenges.
• Comprehensive Meetings: Occur in week 8 of each semester to prepare reports for the Board of Governors.

The Executive Committee reports on:

• Academic and other strategies, including new programmes and short courses.
• Service delivery, including learning, teaching, and student engagement.
• Business plans and budgets.
• Operational and resource plans.
• Changes to regulations, codes of conduct, and policies.

The reports are vital for:

• Aligning the School’s strategy, operations, and resource planning with its mission and goals.
• Maintaining academic quality, operational efficiency, and financial health.
• Ensuring compliance with regulations and adapting to new challenges.
• Providing oversight and direction to align all functional areas with strategic objectives.

The Committee uses a structured reporting system:

• Department heads submit detailed performance and progress reports weekly and monthly.
• These are consolidated into a comprehensive document, accompanied by an executive summary.
• The final document is presented to the Board of Governors, highlighting key achievements, challenges, recommendations, and plans.

The Academic Board meets in week 8 of each semester, a total of three times a year, one month before the Board of Governors meetings. These meetings are dedicated to reviewing academic standards, policies, and the quality of educational programmes, ensuring timely recommendations and insights that align with the Board of Governors’ strategic planning.

The Academic Board reports on:

• Academic quality and standards.
• Examination boards, progression, and conferment.
• Research ethics and governance.
• Programme and module approvals and modifications.
• External academic collaborations and reports.
• Sector trends.
• Academic regulations.

The Academic Board’s reporting ensures:

• Maintenance of sector-recognised and regulatory academic standards in teaching and research.
• Curriculum remains current and competitive through programme approvals and modifications.
• Research governance upholds ethical standards and academic integrity.
• Adaptation to sector changes and enhancement of academic reputation through addressing academic risks and external collaborations.

The reporting process includes:

• Reviewing reports from examination boards and other bodies.
• Compiling detailed minutes and reports from meetings, including key decisions and ongoing academic initiatives.
• Preparing documents with an executive summary, comprehensive data on academic standards and performance, and analyses of programme effectiveness.
• Submitting these reports to the Board of Governors along with presentations for interactive review and in-depth discussions.

The Quality and Audit Committee meets in week 8 of each semester, a total of three times a year, in line with the Board of Governors’ meetings. These sessions align with financial quarters and regulatory reporting cycles, allowing the Committee to provide timely updates on risk management, internal controls, and financial integrity. This ensures that the Board receives current information to support informed and strategic decision-making.

The Committee reports on:

• Internal control and risk management systems.
• Compliance with legal, regulatory, and ethical requirements.
• Integrity of financial statements.
• Audit functions and compliance.

The Committee’s reports are essential for:

• Maintaining financial integrity and institutional resilience.
• Ensuring effective risk mitigation through regular reviews of internal controls and risk management processes.
• Supporting regulatory compliance and stakeholder confidence by verifying the accuracy of financial statements.
• Promoting continuous improvement in operational and financial practices through audit function reports.

The Committee reports are detailed and include:

• Comprehensive audit and risk management reports.
• Findings from internal and external audits, financial analyses, and risk assessments.
• Detailed action plans and timelines for addressing identified issues.
• Presentation to the Board of Governors in a report package with appendices for thorough review, supported by verbal briefings for clarity and discussion.

The Board of Governors convenes in week 11 of each semester, three times annually. These meetings are structured as follows:

1. First Meeting (Review of the Previous Year)

   • Objective: Assess the previous calendar year’s performance, financial health, and academic achievements.
   • Agenda:
     1. Welcome and Opening Remarks
     2. Approval of Minutes from the Previous Meeting
     3. Performance Review of the Past Academic Year
     4. Financial Review
     5. Audit Committee Report
     6. Executive Committee Report
     7. Academic Board Report
     8. Open Forum
     9. Closing Remarks

2. Second Meeting (Approval of Plans for the Upcoming Year)

   • Objective: Approve plans, budgets, and key initiatives for the forthcoming academic year.
   • Agenda:
     1. Welcome and Opening Remarks
     2. Approval of Minutes from the Previous Meeting
     3. Strategic Planning Session
     4. Budget Approval
     5. Financial Projections
     6. Audit Committee Report
     7. Executive Committee Report
     8. Academic Board Report
     9. Open Forum
     10. Closing Remarks

3. Third Meeting (Progress Review and Adjustments)

   • Objective: Evaluate the progress of approved plans and make necessary adjustments.
   • Agenda:
     1. Welcome and Opening Remarks
     2. Approval of Minutes from the Previous Meeting
     3. Progress Review
     4. Financial Status Report
     5. Audit Committee Report
     6. Executive Committee Report
     7. Academic Board Report
     8. Issues and Mitigation Strategies
     9. Open Forum
     10. Closing Remarks

The Board of Governors may convene ad hoc sessions and request reports as needed.

During each meeting, the Board of Governors reviews reports from the Executive Committee, Academic Board, and Quality and Audit Committee.

• First Meeting: Reports cover the previous calendar year's performance, including student experiences, academic standards, and financial summaries.
• Second Meeting: Reports focus on plans, budgets, and strategic initiatives for the upcoming year, ensuring readiness and alignment.
• Third Meeting: Reports assess the progress of ongoing plans and initiatives, reviewing key performance indicators (KPIs) and addressing any challenges.

The principal bodies should align their meetings with the Board of Governors' schedule to ensure timely reporting. The Automated Governance System (AGS) will manage the annual calendar, coordination, and distribution of agendas and papers to all Board members.

The Board of Governors' report comprises key sections reflecting its broad responsibilities, with a focus on:

• First Meeting:

  • Retrospective analysis of Key Performance Indicators (KPIs) and accomplishments
  • Review of financial performance, academic standards, student outcomes, and overall institutional effectiveness from the past year

• Second Meeting:

  • Planning and approval of budgets and strategic initiatives
  • Assessment of projected KPIs
  • Review of new academic programmes and policies

• Third Meeting:

  • Interim review of KPI progress and implemented plans
  • Evaluation of financial health and identification of any issues requiring attention

Reports are structured to ensure the School's strategic vision, financial stability, and academic excellence are maintained throughout the academic year.

Under the Key Performance Indicator (KPI) and Reports Policy, the School has six strategic aims, including:

• State-of-the-Art Curriculum (Strategic Aim 2)
• Gold Standard for Student Experience (Strategic Aim 5)

These are measured by ten high-level KPIs. The Board of Governors is responsible for reviewing these KPIs at least three times a year, with contributions from all bodies, especially through their reports. Additionally, sub-indicators in regulations and policies help the Board assess performance comprehensively, including progression and academic standards, which is summarised in an annual report.

The School produces an annual report after the Board of Governors' second meeting, which provides a summary of activities and achievements from the year. This report includes details on actions taken in response to feedback and student engagement.

Additionally, the School uses the news and broadcast section on its website and the Automated Governance System (AGS) to inform stakeholders about how their feedback has been addressed, as appropriate.

All School bodies are crucial for the effective operation of the institution, as outlined in the regulations and policies. To support this, the School utilises the Automated Governance System (AGS) to ensure robust, reliable, and transparent governance. The AGS facilitates effective management, operational efficiency, and accountability.

The School integrates many quality and standards processes from its regulations and policies into the Automated Governance System (AGS). The AGS manages and stores essential information, such as student marks, and facilitates the initiation, coordination, and completion of processes like Examination Board meetings.

All committee and board meetings within the School will be scheduled through the School's Academic Governance System (AGS) to ensure fairness and transparency.

• The AGS will handle the creation of meeting agendas, distribution of materials, and tracking of attendance.
• Meetings will be conducted primarily online using Microsoft Teams to ensure accurate and complete records.
• The AGS will store agendas, attendance records, meeting records, and minutes transcripts for all meetings.

The AGS ensures the following procedures for managing meeting records and action points:

• All meetings will be automatically transcribed and stored in the AGS.
• Transcripts will be sent to all participants within 4 working hours after the meeting.
• Official manual minute-taking is not required, though participants may take personal notes.
• An AI-generated draft of meeting action points will be shared on AGS and notified via email.
• Participants may comment on and amend the draft within 5 working days.
• The Chair will approve the final action points and tasks within 5 to 10 working days of the meeting.

The AGS ensures the following for meeting recordings:

• Meetings will be automatically recorded and securely stored in the AGS, accessible only to authorised users and handled with strict confidentiality.
• The Chair will remind all participants at the start of each meeting that it will be recorded.
• New board or committee members must consent to this recording policy upon joining.
• Video recordings will not be publicly available but can be accessed, upon request, by regulators and members of the Governing Board, Executive Committee, Audit Committee, and other relevant School bodies.

The AGS ensures the following for meeting records:

• All meeting records will be archived in the AGS in line with our data retention policy.
• Records are stored in an encrypted format with access restricted to authorised users.
• Meeting records may be deleted or destroyed after the retention period specified by the data retention policy, or as required by regulators, courts, or other government authorities.

This policy ensures that:

• All board and committee members, and staff (including employees, contractors, agency workers, consultants, and others engaged with the School in any capacity) must declare any personal interests that could be perceived as conflicts of interest.
• Declared interests must be recorded and reviewed to manage potential conflicts effectively.
• The policy requires transparency regarding stakeholder interests and aims to uphold high standards of accountability, sustainability, effectiveness, and adherence to Equality, Diversity, and Inclusion (EDI) principles.

All board and committee members, as well as staff, must declare any interests that could be perceived as influencing their work with the School. This includes:

• Direct Interests: Situations where personal benefits, financial or non-financial, accrue directly to the individual.
• Indirect Interests: Situations where benefits accrue to someone close to the individual, such as family, friends, or business partners.

Interests must be declared if they are reasonably relevant or could be perceived as relevant to the School’s activities. This includes both financial and non-financial interests.

Financial Interests:

• Employment with regular or occasional payments or benefits, such as hospitality.
• Ownership or part ownership of education providers or related businesses.
• Shareholdings or investments, except those held in managed funds without direct control over the fund manager.
• Ownership or part ownership of private companies or consultancies with potential business dealings in the education sector.
• Directorships (paid or unpaid), including non-executive roles.

Non-Financial Interests:

• Positions of authority in professional organisations, charities, advocacy groups, or other educational entities.
• Positions in organisations contracting services to the School.

Declarations should be made annually, before commencing any role at the School, or when new interests arise. If unsure whether an interest should be declared, consult the President, a Board of Governors member, or the relevant departmental director. If there are no interests to declare, submit a "nil return."

Declarations of interests must be made:

• Before assuming any role at the School, including all current interests and those from the preceding 12 months.
• When there are changes in circumstances or new interests arise.
• Annually.

The declaration form is available below.

Declaration of Interest Form (DRAFT).docx

In terms of recording and registration:

• Registration: All declared interests that are relevant or could be perceived as relevant to the School’s work will be recorded in the "register of interests" and retained for 2 years.
• Publishing: Declarations related to the Board of Governors and departmental directors will be published on the School’s website.
• Breaches: Anonymised information on breaches, their effects, and actions taken will be published on the School’s website. The Board of Governors, Audit Committee, and Executive Committee will review breach reports annually.

Exceptions:

Individuals with substantial reasons for not publishing their interests should contact the President or relevant Director to explain their concerns. In exceptional cases, such as risks to personal safety or confidentiality, the School may withhold or redact information. This will be decided by the President, with an appeal option to the Board of Governors. Information will not be withheld solely based on personal preference.

The appropriate response to a declared interest is contingent upon the person's position and the level of risk for a potential conflict of interest.

• Reviewing Declared Interests:

  • The relevant line manager will review declared interests. When an interest is relevant or could be perceived as relevant to the School's work, the departmental director or, if necessary, the President must examine and approve the declaration and proposed response.
  • For the Board of Governors, the President will conduct this review.
  • An independent Board member will review the President’s interests in consultation with the rest of the Board, as appropriate.
  • A written audit trail of the information considered and actions taken must be maintained.

• Conflict of Interest:

  • A conflict of interest arises if a reasonable person would believe that an individual's judgment or actions could be influenced by their interests, whether direct or indirect.
  • If a declared interest does not pose a risk of conflict, no further action is needed. However, if there is potential for conflict, steps must be taken to manage the risk and determine the appropriate action.
  • Prior to confirming an appointment offer, the declared interests of the prospective employee or board/committee member must be thoroughly reviewed. If a conflict of interest cannot be resolved, the appointment offer may need to be retracted.
  • Board and committee members and staff must ensure there is no actual or perceived conflict between their School duties and personal interests, in line with the Committee of University Chairs Higher Education Code of Conduct.
  • The response to a conflict of indirect interest (e.g., involving a friend or relative) will depend on the closeness of the relationship between the Board or staff member and the individual who might benefit from their actions.

• Identification of Conflicts:

  • The Board of Governors, Executive Committee, and Academic Board, must identify and manage conflicts of interest at all meetings.
  • Conflicts of interest should be included on the meeting agenda. Members must inform the meeting chair and secretariat of any potential conflicts as soon as possible, ideally before the meeting.

• Documentation and Action:

  • At each meeting, a list of all declared interests must be made available to members and the secretariat.
  • The meeting chair will ask if there are any new interests to declare or potential conflicts concerning the agenda items.

If a member has an actual or potential conflict of interest, the chair should:

• Instruct the member not to attend and exclude them from receiving meeting papers related to their interest(s).
• Exclude the member from all or part of the relevant discussion and decisions.
• Acknowledge the potential conflict, noting its nature and scope, but allow the member to participate if deemed appropriate.

A breach occurs when interests are not properly identified, declared, or managed. Breaches can be unintentional or intentional.

Reporting a Breach:

• Members of the Board, committee members, staff, and stakeholders are encouraged to report any infractions of this policy or suspected breaches.
• If you discover or suspect a breach, report it to an appropriate departmental director, the President, or a Board of Governors member.

Investigation of Reported Breaches:

• Investigations will be conducted in a respectful and professional manner by the Audit Committee, the Board of Governors, or their delegate ("the investigator").
• All parties involved will be treated with respect and given the opportunity to clarify and explain the circumstances surrounding the alleged breach.
• Any behaviour considered bullying or insulting will not be tolerated and may lead to disciplinary action.

Post-Investigation Actions:

• After completing the investigation, the investigator will evaluate whether a breach has occurred and its severity.
  • Determine if further action is necessary, such as disciplinary measures for deliberate breaches, in accordance with human resources policies and relevant regulations.
  • Decide who should be informed about the breach.
  • Provide advice on applicable regulations, policies, codes of conduct, and ethics.
  • In serious cases, deliberate breaches may be treated as misconduct and referred to a governmental agency or other appropriate authority.

This policy must be read in conjunction with other School regulations and policies, including:

• London School of Innovation Codes of Conduct
• Gifts and Hospitality Policy
• Board and Staff Travel and Subsistence Booking and Reimbursement Policy

Additionally, it should be considered alongside relevant legislation such as:

• The Bribery Act 2010
• The Freedom of Information Act 2000