Halpin independent review
26 Jul 2021
Halpin independent review rates governance arrangements good and effective with some areas of leading-edge practice
An extensive, independent review has been undertaken by higher education specialist, Halpin Partnership (‘Halpin’) into our University’s governance arrangements. This review was commissioned by our Board of Governors, in line with our framework of regular independent reviews (note: the last review took place in 2017).
The Halpin Review
The University committed to publish the Halpin Review in full which is now available at:
As published in its review Executive Summary, Dame Angela Pedder OBE, Chair of the Halpin Review Team said:
"Overall, when measured against Halpin's Governance Maturity Framework, we concluded that the University of Manchester’s governance arrangements are Good and effective with some areas of leading-edge practice. We made a total of 34 Recommendations and 26 Suggestions for improvement."
Executive Summary Detailed Highlights from Halpin Review
- The Governance Office and Secretariat Support Team are strong. The Annual Accountability Review process is sector-leading best practice and captures what has occurred in the previous year. It also looks ahead, also capturing strategic direction and priorities for the year to come.
- The lay Board member skillset is strong, and the Chair is viewed to be excellent. Equality, diversity and inclusion governance practice is on an improvement trajectory with some examples of good practice emerging. Recent appointments should increase the pace of improvement.
- Stakeholders have expressed particular concern about Senate, and we consider the culture and processes of governance of the Senate to be of concern, with two areas assessed to be inadequate. Whilst we consider the culture of governance at Board level to be strong, the staff perception of the wider University governance culture is less positive. There is a need for the Board to address its wider profile and engagement with stakeholders.
- Halpin suggests a new constitutional settlement for the University whereby respective roles and responsibilities are clearly understood and accepted. Amongst other things, Senate should accept the authority of the Board to fulfil its regulatory responsibility to the Office for Students (OfS) for assuring academic quality and standards. The Executive and ultimately the Board should, subject to due process tested by audit, have confidence in the role of Senate as its key source of assurance on these matters.
- Other issues have emerged in the review and we have highlighted concern about behaviour, courtesy, and respect - and the impact this has on effective participation. This is sometimes normalised in Higher Education but would be viewed very differently in other sectors. This featured in our review of the Senate, but the institution must also guard against this behaviour translating into meetings and interactions in other parts of the University.
- People must feel able to challenge using the right channels but must also do that in a respectful way. There is a need to ensure acceptable standards of behaviour across the entire organisation.
Board Response and Future Action
Edward Astle, Chair of the Board of Governors commented:
"I would like to thank the team at Halpin for all their hard work, together with the Nominations Committee and the Governance Office and Secretariat Support Team, for managing the process through.
"The engagement with the Halpin Review has been very extensive with input and feedback from members of the Board of Governors, members of Senate, staff, students and a range of committees and school boards – details of which are evidenced in the full review document. I would like to thank everyone for their constructive participation.”
After considering comments from both Senate and the executive at its meeting on 21 July, the Board approved all Halpin’s recommendations. It welcomed the suggestions to further improve its own governance processes and its engagement with the wider university – of which this communication is a first step with more to come.
The Board recognised the importance of the package of Senate recommendations, given the governance and behavioural issues highlighted by the Halpin review, with a particular concern over those areas with an ‘inadequate’ rating. The Board looks forward to improved academic assurance from Senate.
Next Steps
The next steps are now firmly focused on how these recommendations and suggestions are implemented. As such, the Board has tasked the Nomination Committee to oversee the development of an Action Plan, which is to be produced by the RSCOO (as Secretary) in full and iterative consultation with key stakeholders.
Where possible, individual recommendations will be implemented at the earliest opportunity. Some will require changes to statutes and ordinances and in these cases appropriate consultation and approvals will be sought.
Conclusion
Edward Astle concluded:
“As a leading University in the UK, and indeed on the global stage, it is imperative that we have the best governance structures and outcomes to underpin our ambition and success.
“The Board welcomes the Halpin Review and will be closely monitoring progress as an Action Plan is confirmed, and delivery programmes implemented.
"Finally, on behalf of the whole Board. I would like to wish all staff a wonderful summer and to thank you for all your efforts in what has been one of the most challenging periods we have ever known."