MELBOURNE SCHOOL OF ENGINEERING CORPORATE GOVERNANCE

MELBOURNE SCHOOL OF ENGINEERING CORPORATE GOVERNANCE TABLE OF CONTENTS 1. INTRODUCTION 1.1. Principles of Governance 2. MSE GOVERNANCE CHART 3. MSE COMMITTEES OF GOVERNANCE 3.1. School Executive 3.2. Research and Research Training Committee 3.3. Academic Programs Committee 3.4. Engagement and International Development Committee 3.5. Resources Committee 4. SUBCOMMITTEES 4.1. Environment Health & Safety Subcommittee 4.2. Human Ethics Advisory Group 2 2 3 3 3 5 6 7 8 9 9 10 Approved by Council 19 April 2017 1

1. INTRODUCTION This document provides details of the governance framework of the Melbourne School of Engineering (MSE), as an academic division of the University of Melbourne. The University of Melbourne Act 2009 defines the mechanisms under which the University operates. The University is accountable to all its stakeholders for the values it upholds, the mission it pursues and the goals and priorities it sets. It must also account for the quality of its policies, programs and academic performance, as well as for the financial well-being of the institution as a whole, and for maintaining the highest levels of probity in the conduct of its affairs. The University's governance structure ensures these standards are met. The University Council is the peak governing body of the University. It approves the establishment of academic divisions and ensures that the appropriate divisional structure and governance arrangements are in place. These structures must include: An academic structure which is appropriate to undertake the teaching, research, and other academic functions of the academic divisions An appropriate executive structure, to support the Deans as the accountable officers for the academic divisions A mechanism for collegial consultation with academic and professional staff on matters pertaining to the academic divisions A mechanism for consultation with representatives of students from within the academic division A mechanism by which a body, that includes external representatives from graduates, any relevant professional bodies, government agencies and industry partners, has advisory input to the academic division and its executive. This governance framework will be reviewed by the MSE School Executive every two years. 1.1. Principles of Governance The basic principles are: 1. The principal management committee for the MSE is the School Executive. 2. The School will be governed by four formally constituted sub-committees of the School Executive. These comprise: Research and Research Training Committee, Resources Committee, Engagement and International Development Committee and Academic Programs Committee. The EHS and Ethics committees are the only exceptions as they are formally constituted sub-committees of the School Executive. 3. Any groups reporting to the four major governing committees will be constituted as advisory or working groups. 4. The Academic Programs Committee has accountability to Academic Board on matters pertaining to academic quality assurance. 5. The terms of reference for each committee will reflect published terms of the University s corollary committee to ensure alignment in purpose and delegation and the MSE s Strategic Plan. 6. Each school will have equal representation on all four sub-committees of the School Executive. 7. Staff and student consultation mechanisms are given effect partly within the governance structure itself and partly through other processes and requirements within the university, such as staff consultation on change, consultation of students on change, and a variety of ongoing feedback mechanisms for both students and staff. Approved by Council 19 April 2017 2

2. MSE GOVERNANCE CHART 3. MSE COMMITTEES OF GOVERNANCE 3.1. School Executive The School Executive is responsible for making recommendations on matters relating to School strategy on teaching and learning, research and research training, engagement activities and the effective allocation of MSE resources. It oversees finalisation and delivery of the School s strategic plan and preparation of the annual School budget. The School Executive monitors performance against plans and budgets, the School s capital program, HR strategy and major projects. Approved by Council 19 April 2017 3

Provision of advice The School Executive provides advice to the Dean on all matters related to the management and administration of MSE, including but not limited to: Shaping the strategic direction of the School and ensuring alignment with Growing Esteem and MSE 2025. Considering the recommendations and reports from the School s committees; Planning the budget and reporting against the budget; Management of the MSE business risks, particularly those relating to the MSE 2025 Strategic Plan; The School s capital program and major projects; Ensure clear guidelines and procedures for staff and students are in place through the MSE local policy framework 1 and that these are consistent with the University s Policy Framework; Management policies, procedures and processes in areas including but not limited to: Learning and teaching, including the student experience; Research and research training; Engagement; Internationalisation; Advancement; and Administrative structures and functions. Delegated authority The committee has authority delegated to it by the Dean to do the following: 1. Prepare an annual budget and forward estimates and recommend these to the annual Planning and Budget Conference; 2. Recommend the School s student profile and set course fees; 3. Recommend other matters as agreed by the Dean and School Executive. Membership Chair Dean (or when the Dean is unavailable, another member nominated by the Dean) School Executive Director Deputy Dean, Academic Deputy Dean, Research Head of School of Computer and Information Systems Head of School of Electrical, Mechanical, Infrastructure Engineering Head of School of Chemical and Biomedical Engineering In attendance: Executive Officer (as appointed by School Executive Director) As required the Chair will extend invitations to MSE staff and those external to the school to represent specific portfolios and provide their expertise for example: the Directors of Engagement and Infrastructure, and the Managers of Human Resources and Finance & Planning. The Chair will also extend invitations to call on expertise across University Services and Chancellery as appropriate. Committees The following committees have been established as core committees reporting to the MSE Executive. The terms of reference and composition of these committees will be reviewed annually and may be amended or disbanded by the MSE Executive as required. 1 A framework of rules, regulations, and templates to enable development and maintenance of School policies Approved by Council 19 April 2017 4

Research and Research Training Committee (Chaired by the Deputy Dean Research) Academic Programs Committee (Chaired by the Deputy Dean Academic) Resources Committee (Chaired by the School Executive Director) Engagement and International Development (Chaired by the Director of Engagement) Environmental Health and Safety (Chaired by a Head of School) Ethics (Chaired by a member of the Research and Research Training Committee) 3.2. Research and Research Training Committee The Research and Research Training Committee provides advice to the Deputy Dean Research and the MSE Executive on the development and refinement of MSE s strategic research agenda, developing local policy and programs in support of MSE s research and research training activities. The Committee provides oversight of MSE s RHD course selection and scholarship guidelines, processes, and standards; considers the strategic direction and management of research degree programs; and develops capacity and cohort-building activities to support RHD students and staff. Terms of Reference The Research and Research Training Committee shall undertake the following functions: Oversee the development and promotion of the School s strategic research priorities, ensuring alignment with broader University strategic endeavours, Chancellery and University Services strategies and initiatives and the MSE Strategic Plan (MSE 2025) Develop, endorse, and monitor initiatives to achieve MSE s Key Performance Indicators in research, including competitive research grant applications, HERDC Category 2-4 income, publications, collaborative projects, and the generation of research income against internal, external and international benchmarks Develop, endorse, and monitor initiatives to improve the quality of research training and research supervision within the Faculty, including local policies relating to higher degree research, RHD supervision requirements, support for research students particularly regarding timely completion Develop, endorse and monitor local policies and programs to foster high quality research outcomes by all academic staff, including early career, mid-career and experienced researchers, and provide advice to Executive on the continued development of research performance Develop policies for the award of research scholarships within MSE Form working groups to achieve specific goals related to the Research and Research Training portfolio Assess applications for acceptance into MSE RHD courses and periodically review completion rates Assess applications for RHD scholarships and act as scholarship award committee to decide on the award of Australian Postgraduate Awards, Melbourne Research Scholarships, Melbourne International Fee Remission Scholarships, MSE Travelling Scholarships, and, where appropriate, any other stipends and/or awards for RHD candidates Ensure applicants are matched with supervisors with appropriate expertise and experience Make recommendations to the Dean on the allocation of MSE Strategic Scholarships to MSE research groups; and the award of particular RHD scholarships and awards, as required Develop principles and guidelines for RHD application assessment to ensure compliance with University and MSE policies and maintenance of rigorous entry standards Review and make recommendations on the continuous improvement of both RHD candidate and scholarship selection standards, processes, and procedures Approved by Council 19 April 2017 5

Consider the introduction of new RHD courses and any major changes to existing courses, pathways, or changes to the policies relating to RHD student selection, scholarship allocation, progress, and supervision Develop a program of enrichment activities for RHD students and their supervisors to build cohorts and capacity and maintain a culture of collegiality and support Establish, appoint and oversee a Research Ethics Committee for MSE Membership Chair Deputy Dean, Research (or when the chair is unavailable, another member nominated by the chair) Associate Dean Research Training Director of Engagement Director, Kernot Laboratory (Director ELU until appointed) Nominee from each of the three Schools Manager, Research and Industry MSE Graduate Student Representative (elected) In attendance: Executive Officer (as appointed by School Executive Director) As required the Chair will extend invitations to MSE staff and those external to the school to represent specific portfolios and provide their expertise such as Human Resources, Finance and Planning, Infrastructure, Marketing and Communications etc. calling on expertise across University Services and Chancellery as appropriate. 3.3. Academic Programs Committee The Academic Programs Committee provides oversight of the School s learning and teaching activities. The committee supports the Deputy Dean (Academic) in setting strategic priorities, development of policy and monitoring standards in relation to curriculum development and delivery of all MSE coursework programs, ensuring alignment with the MSE Strategic Plan (MSE 2025). Terms of Reference The role of the Academic Programs Committee is to: Oversee all aspects of the design, delivery, and evaluation of MSE coursework programs and ensure a quality experience for all MSE students Develop, implement and monitor strategies and local policies leading to high quality and integrated learning and teaching and research activities for the School s coursework programs and subjects Lead the exploration, implementation, and evaluation of new and innovative learning and teaching practices Develop and oversee the implementation of local policies and initiatives relating to the continuous improvement of MSE learning and teaching activities Support and implement Academic Board and Chancellery strategies and policies and support University Services in the delivery of a quality student experience. Develop strategies to achieve learning and teaching targets in the MSE Strategic Plan (MSE 2025) and to implement University priorities regarding MSE course structures; such as course entry requirements and prerequisites, progression rates, assessment, access and equity, and use of learning technologies Approved by Council 19 April 2017 6

Monitor the quality of all MSE learning and teaching activities through course and subject evaluations and course reviews, and ensure that follow-up actions are taken in response to these Contribute to the development of the MSE workforce plan Oversee and monitor enrolments against Student Scenario Model (SSM) targets Provide advice to the Dean and MSE Executive on any matter that affects provision of learning and teaching within the MSE or the achievement of learning and teaching targets in the MSE Strategic Plan (MSE 2025) and contribute to the MSE risk register and mitigation strategies. Membership Chair Deputy Dean, Academic (or when the chair is unavailable, another member nominated by the chair) Director, Kernot Laboratory (Director ELU until appointed) Associate Dean Academic Programs Assistant Dean Equity and Diversity Program Coordinators, Master of Engineering, MIS and MIT Program Coordinators, Professional Engineering Programs Nominee from each of the three Schools Manager, Academic Support Office Manager, Facilities and OHS Manager, IT Service Coursework student representative (elected) In attendance: Executive Officer (as appointed by School Executive Director) As required the Chair will extend invitations to MSE staff and those external to the school to represent specific portfolios and provide their expertise such as Human Resources, Finance and Planning, Infrastructure, Marketing and Communications etc. calling on expertise across University Services and Chancellery as appropriate. 3.4. Engagement and International Development Committee The Engagement and International Development Committee oversees and provides advice to the Deputy Dean Research on international and engagement matters relating to the School. Terms of Reference The role of the Engagement and International Development Committee is to: Engagement To ensure the strategic alignment of the School's community engagement activities with the University's community engagement plans both nationally and internationally To review and monitor School community engagement activities To work with the Sub-Schools in order to identify potential new community engagement opportunities International Development To ensure the strategic alignment of the School's international activities with the University's International Plan To review and monitor School international activities (both onshore and offshore) To work with the Sub-Schools in order to identify potential new international programs, research collaborations and markets for international students Approved by Council 19 April 2017 7

To advise on and monitor the implementation of the University and School s internationalisation goals To advise on the impact of policies and practices of the School and University on International Students To develop appropriate quality assurance measures relating to the School's international programs To promote the provision of appropriate support for international students who are enrolled in School programs Work closely with Chancellery and University Services (External Relations) to leverage University-wide initiatives Advise the School Executive of known or potential risks across the School s engagement and international Membership Chair Director of Engagement (or when the chair is unavailable, another member nominated by the chair) Deputy Dean, Academic Deputy Dean, Research Assistant Dean Equity and Diversity School Executive Director Nominee from each of the three Schools Manager, Marketing and Communications Manager Future Students Manager Research and Industry In attendance: Executive Officer (as appointed by School Executive Director) As required the Chair will extend invitations to MSE staff and those external to the school to represent specific portfolios and provide their expertise such as Human Resources, Finance and Planning, Infrastructure, Marketing and Communications etc. calling on expertise across University Services and Chancellery as appropriate. 3.5. Resources Committee The Resources Committee will develop, endorse, and monitor strategies and local policies for the efficient and effective deployment of resources including staffing, facilities, and finances. The Committee supports the Dean and the School Executive Director in optimising the allocation of resources to achieve MSE s strategic priorities and operational needs. The Resources Committee will set the strategy and policy for all research and academic spaces as well as the platforms in support of the School s activities. Terms of Reference The role of the Resources Committee is to: Develop, endorse, and monitor the implementation of local policies and initiatives relating to allocation and best use of resources, including people, facilities, and finance Review and monitor actual and budget revenues and expenditure, workforce plans and regularly (quarterly as a minimum) report to MSE Executive on progress against targets Assessing business cases for new projects and initiatives Approved by Council 19 April 2017 8

Ensure appropriate focus on key elements of MSE operations and their alignment to University planning processes, timelines and budget Take account of relevant University resourcing policies and implement reflective mechanisms within the School s budget and processes Provide advice to the Dean, Deputy Deans, Executive Director, or MSE Executive on any matter that effects resourcing within MSE. Establish, appoint and oversee an EH&S Committee for MSE. Membership Chair - Executive Director (or when the chair is unavailable, another member nominated by the chair) Deputy Dean, Academic Deputy Dean, Research Heads of School (or nominees) Director of Infrastructure A Professor who is also a Research Centre Director Manager, Finance and Planning Manager, Human Resources Manager, Research and Industry In attendance: Executive Officer (as appointed by School Executive Director) As required the Chair will extend invitations to MSE staff and those external to the school to represent specific portfolios and provide their expertise such as Human Resources, Finance and Planning, Infrastructure, Marketing and Communications etc. calling on expertise across University Services and Chancellery as appropriate. 4. SUBCOMMITTEES 4.1. Environment Health & Safety Subcommittee The EHS Sub-Committee oversees the School s responsibilities for relevant safety and environmental issues and considers new procedures and policies accordingly. It is a consultative forum to the MSE School Executive and monitors and makes recommendations on initiatives to meet the requirements of the OH&S Act and the University of Melbourne s Environment Management System, and provides advice on effective ways to ensure the health and safety of staff, students, and visitors to MSE. Terms of Reference The role of the Occupational Health & Safety Committee is to: Provides a health and safety consultative mechanism for management, staff and students to: o Facilitate cooperation between management, staff and/or students in instigating, developing and carrying out measures designed to ensure the health and safety of staff and/or students throughout Engineering. o Formulate review and disseminate standards, rules and procedures relating health and safety that are to be carried out or complied with throughout Engineering. The Committee receives reports concerning environment, health and safety matters Membership Chair Head of School, Chemical and Biomedical Engineering Approved by Council 19 April 2017 9

Deputy Chair Manager, Facilities and EHS One (1) Nominee from each of the three Schools Four (4) Elected Employee Health and Safety Representatives One (1) MSE Graduate Student representative (elected) In attendance: Executive Officer (as appointed by School Executive Director) As required the Chair will extend invitations to MSE staff and those external to the school to represent specific portfolios and provide their expertise such as Human Resources, Finance and Planning, Infrastructure, Marketing and Communications etc. calling on expertise across University Services and Chancellery as appropriate. 4.2. Human Ethics Advisory Group The primary function of a Human Ethics Advisory Group (HEAG) is to provide preliminary assessment of human research projects submitted by staff and students in a department, school or faculty; and to advise the relevant Human Ethics Sub-Committee (HESC) and the central Human Research Ethics Committee (HREC) on issues pertaining to human research ethics in the department, school or faculty. Terms of Reference Examine proposals which involve the use of humans as participants in the research of staff and students of the department, school or faculty; and to advise the HREC and its Sub-Committees on whether the proposals comply with the ethical guidelines adopted by the University and the Human Research Ethics Committee. Assess the ethical implications and the academic value including methodology and technical aspects of proposals to be conducted by staff and students of the department, school or faculty prior to submission of the proposal to the appropriate Human Ethics Sub-Committee, in accordance with the policy and procedures adopted by the HREC. Consider, approve and keep appropriate records of Project-within-Program proposals, which are derived from Program applications of research previously approved by the Human Ethics Sub- Committees. To report Project-within-Program approvals and forward a signed copy to the HREC. Consider, approve and keep appropriate records of Minimal Risk proposals. To report Minimal Risk approvals and forward a signed copy to the HREC. Assist and advise the HREC and its Sub-Committees as follows: o to ensure that investigators are appropriately qualified to conduct the research including any specific procedures proposed by them in a project; o to ensure that proper arrangements are made in accordance with University and HREC policy for security and disposal of confidential data collected in the course of research; o to monitor research projects conducted by staff and students of the department in accordance with the National Statement on Ethical Conduct in Human Research and University procedures; o to keep appropriate records for audit and compliance purposes. To provide ethics training for department researchers, supervisors, post-graduate students and HEAG members, including information on the policy and procedures of the University s ethics committees. Representatives of HEAGs are to attend information sessions and other training seminars provided by the HREC. The HEAG must provide an annual report to the HREC on its activities, including: Approved by Council 19 April 2017 10

o current membership including name of Chair and contact details o procedures for consideration of proposals, including details and frequency of meetings o procedures for monitoring of projects, including projects being undertaken overseas o security of data, conditions of storage, development of protocol for storage, access, disposal o ethical problems which may have arisen in relation to conduct of projects, complaints o list details of all Project-within-Program applications approved by the HEAG, o list details of all Minimal Risk applications approved by the HEAG. The Chair and/or other HEAG members are to attend at least one meeting of the relevant Human Ethics Sub-Committee to discuss the HEAG annual report and other issues of common interest. Method of operation The HEAG is to meet regularly during the year to review projects and to discuss general issues relating to the ethical review of research. Minutes, including decisions regarding project approvals made at the meetings, must be recorded, in particular those regarding Minimal Risk or Project-within-Program proposals. Where projects are reviewed by circulation between meetings a cover sheet with some record for comments and signatures must be kept. Minimal risk projects which are submitted for approval by the department must be discussed at a meeting of the HEAG and cannot be approved by circulation. Details of discussions at the meeting are to be recorded. Members of the HEAG may not review and approve their own research. In such cases another person must review the project and sign HEAG approval. Proposal types Individual research projects. Proposals for research involving human participants forwarded by students or staff in the department should be assessed by the HEAG and forwarded to the appropriate Sub- Committee for consideration, together with the Advisory Group s recommendations or comments, where relevant. Program applications. In the case of applications for ethics approval of a program of research, researchers are to complete the program application form and forward it to the HEAG for consideration. HEAG members are to make an assessment of the program with regard to academic merit and ethical implications and then forward to the Sub-Committee the Advisory Group s recommendations any other comments, where relevant. Project-within-program applications. In the case of project-within-program applications HEAG members are to make an assessment of the project with regard to academic merit and ethical implications and then, if appropriate, approve the project. Minimal Risk projects. In the case of Minimal Risk applications considered eligible for approval by the HEAG, Advisory Group members are to make an assessment of the project with regard to academic merit and ethical implications and then, if appropriate, approve the project. The HEAG may decide that a Minimal Risk application requires a full review by the HREC. Membership Chair A member of the Professoriate, appointed by the School Executive. At least two (2) members of academic staff At least one (1) senior academic staff member (Associate Professor or Professor) One (1) MSE Graduate Student representative (elected) Approved by Council 19 April 2017 11

In attendance: Executive Officer (as appointed by School Executive Director) As required the Chair will extend invitations to MSE staff and those external to the school to represent specific portfolios and provide their expertise such as Human Resources, Finance and Planning, Infrastructure, Marketing and Communications etc. calling on expertise across University Services and Chancellery as appropriate. Approved by Council 19 April 2017 12

MELBOURNE SCHOOL OF ENGINEERING GUIDELINES FOR COMMITTEE OPERATIONS CONTENTS 1. INTRODUCTION 2 1.1. Principles of Governance 2 1.2. MSE Governance Chart 3 1.3. Acknowledgements 3 2. GUIDELINES FOR COMMITTEE OPERATIONS 4 2.1. Chair / Deputy Chair 4 2.2. Appointment 4 2.3. Reporting Structure 4 2.4. Co option, Proxies and Working Groups 4 2.5. Papers 5 2.6. Timetable 5 2.7. MSE PolicyDeck 5 2.8. Decision Making and Quorums 5 2.9. Chair Responsibilities 6 2.10. Executive Officer Responsibilities 6 2.11. Committee Member Responsibilities 6 2.12. Review of Terms of Reference 7 2.13. MSE Templates 7 Revision History 7 Approvals 7 MSE_Governance_Guidelines for Committee Operations_v1.0.docx Page 1 of 7 Approved by Council 19 April 2017 13

1. INTRODUCTION This document provides guidelines for the operation of MSE s organisational committees and for ensuring these groups are effective mechanisms within the school s governance framework. Also provided are the responsibilities and accountabilities of the key contributors. The University of Melbourne Act 2009 defines the mechanisms under which the University operates. The University is accountable to all its stakeholders for the values it upholds, the mission it pursues and the goals and priorities it sets. It must also account for the quality of its policies, programs and academic performance, as well as for the financial well being of the institution as a whole, and for maintaining the highest levels of probity in the conduct of its affairs. The University's governance structure ensures these standards are met. 1.1. Principles of Governance The Australian Institute of Company Directors describes governance as: Corporate governance is a broad ranging term which, amongst other things, encompasses the rules, relationships, policies, systems and processes whereby authority within organisations is exercised and maintained 1 Following this description and the guidelines provided by University Council, the following principles have been applied to the formation and operation of MSE s governance framework: 1. The principal management committee for the MSE is the School Executive. 2. The School will be governed by four formally constituted sub committees of the School Executive. These comprise: Research and Research Training Committee, Resources Committee, Engagement and International Development Committee and Academic Programs Committee. The EHS and Ethics committees are the only exceptions as they are formally constituted sub committees of the School Executive. 3. Any groups reporting to the four major governing committees will be constituted as advisory or working groups. 4. The Academic Programs Committee has accountability to Academic Board on matters pertaining to academic quality assurance. 5. The terms of reference for each committee will reflect published terms of the University s corollary committee to ensure alignment in purpose and delegation and the MSE s Strategic Plan. 6. Each school will have equal representation on all four sub committees of the School Executive. 7. Staff and student consultation mechanisms are given effect partly within the governance structure itself and partly through other processes and requirements within the university, such as staff consultation on change, consultation of students on change, and a variety of ongoing feedback mechanisms for both students and staff. 1 What is corporate governance?, http://www.companydirectors.com.au/director resource centre/governance anddirector issues/corporate governance, accessed 10 th Oct 2016 MSE_Governance_Guidelines for Committee Operations_v1.0.docx Page 2 of 7 Approved by Council 19 April 2017 14

1.2. MSE Governance Chart (Nov 2016) 1.3. Acknowledgements This document has been developed with significant assistance from Mary Louise Happatz, Manager Strategy and Planning, Melbourne Graduate School of Education; and Michael Wells and Sarah Griggs of Wells Advisory Pty Ltd. MSE_Governance_Guidelines for Committee Operations_v1.0.docx Page 3 of 7 Approved by Council 19 April 2017 15

2. GUIDELINES FOR COMMITTEE OPERATIONS The following guidelines have been outlined to provide common operating principles for all MSE Committees, Sub Committees, and Working Groups. Advisory Committees may follow these principles but have no provision for quorum or voting as they are advisory bodies only. 2.1. Chair / Deputy Chair Committees will be chaired as described in this document. Sub Committees, Working Groups, and Advisory Boards will be chaired as specified in this document, with reference to sections three and five. Deputy Chairs are to be appointed as necessary at the first meeting of each year. 2.2. Appointment Where appointment is linked to an individual holding a specific MSE role (e.g. a staff member undertaking the role of Project Coordinator) the term of appointment to a committee role will align with the term of appointment to that MSE role. All other appointments to MSE Committees and Sub committees will be for a period of two years. At the end of this period, members may be reappointed. Committee and Sub Committee Chairs are encouraged to review and confirm membership at the start of each calendar year. Where student positions are listed as being nominated, it is intended that the relevant student body will nominate a member to represent that student constituency. Where positions are nominated as elected representatives, the Committee s Executive Officer will be designated the Returning Officer with responsibility for calling for nominations and running an election (if needed). All elections will be held in line with the Australian Electoral Commission s Model Rules Guide and will be run as first past the post elections. Key principles in the running of these include: Timing sufficient time is to be allowed for both the call of nominations and holding of an election Communication ensuring appropriate communications to all constituents relating to all elements of the election Voting Format may be online or via ballot papers as appropriate Transparency and Security the chosen mechanism must allow for the appropriate conduct, including scrutineering of results if necessary A final declaration of results will be declared When no nominations have been received for a committee role, the Chair may fill the role via invitation. From time to time and as required, the Chair may invite additional University staff members or external stakeholders to attend committee meetings (in a non voting capacity) where their specialist contribution is necessary. 2.3. Reporting Structure Each Committee, Sub Committee, and Working Group will provide regular communication of decisions, recommendations, and advice to the parent committee in the MSE Governance Framework as required. 2.4. Co option, Proxies and Working Groups Committees, Sub Committees, and Working Groups may from time to time co opt up to 10 percent of their membership (in the event that there are less than ten members, one additional member may be co opted). Any MSE_Governance_Guidelines for Committee Operations_v1.0.docx Page 4 of 7 Approved by Council 19 April 2017 16

co opted member must have expertise in matters pertinent to the Committee s terms of reference. A co opted member is a full member of the committee and will have their membership reviewed annually by the Chair. There is no provision for proxies within the MSE Governance Framework, i.e. sending someone to attend a meeting if a committee member is unavailable. Members are required to attend meetings in person, video or voice conferencing can be used when physical attendance is not possible. Where a staff member has been appointed to an acting role, they will attend meetings as part of the responsibilities of the role. Committees and sub committees may establish working groups with the approval of the School Executive. The effectiveness of these groups will be monitored to enable their disestablishment when no longer needed. 2.5. Papers A call for agenda items will be issued at least one week prior to meetings by the relevant Executive Officer. Agenda and papers will be circulated electronically no less than three working days before a meeting. Copies of agenda, papers and minutes (other than confidential papers and MSE Executive papers) will be made available to staff via the MSE Staff Intranet. Meeting Minutes will capture key decisions made and critical discussion points; they will not serve as a record of discussion at the meeting. NOTE: Local team meetings will not require the taking of formal minutes. 2.6. Timetable MSE will publish an annual schedule of meetings which will be overseen by staff in the Office of the Dean and Executive Director. This document will be published on the MSE Staff intranet and revised annually. 2.7. MSE PolicyDeck To ensure transparent decision making, MSE has in place an evolving database of policy documents. The PolicyDeck can be found on the MSE Staff intranet. New policies, or changes to those already in effect will be authorised by the School Executive Director. 2.8. Decision Making and Quorums The minimum quorum provision is as outlined below: Committee Size Quorum 5 3 6 4 7 4 8 5 9 5 10 or more 60% MSE_Governance_Guidelines for Committee Operations_v1.0.docx Page 5 of 7 Approved by Council 19 April 2017 17

Committee meeting decisions, or recommendations for endorsement by the MSE Executive will be made by consensus. 2.9. Chair Responsibilities Each Chair will assist with the effective operation of the School, ensuring that each governance mechanism works to support the achievement of objectives outlined in MSE s Strategic Plan. This is achieved by: Chairing meetings in a timely manner, in line with the agenda and the Committee s Terms of Reference Drafting agendas with a view to MSE s strategic and operational needs in line with the remit of the Committee Facilitating group process throughout meetings, ensuring all members have an opportunity to participate; ensuring all discussion items end with a decision, action, or definite outcome Reporting as appropriate to the parent committee or liaising with other committees Engaging with organisational units external to MSE with portfolio responsibilities which complement or are complemented by the role of the Committee Reviewing and authorising minutes as a formal record of the meeting Promoting Committee decisions 2.10. Executive Officer Responsibilities Executive Officers are allocated to committee roles by the Executive Director, unless specified in the MSE Governance Framework. The Committee Executive Officer will be responsible for: Scheduling of meetings, ensuring booking of facilities to support committee business; liaison with Committee members, calling for agenda items from members Advising the Chair on the items received, and preparation of the Agenda Collation and distribution of meeting papers, documentation and coordination of committee business including drafting meeting minutes which record apologies and attendance and key outcomes of discussions and any decisions Being familiar with university policy in respect of the committee s Terms of Reference, and advising the Chair accordingly Overseeing the timely appointment of committee members, ensuring terms of appointment align with this document, and the election of representatives as required Maintaining appropriate records, publishing committee minutes (as appropriate) to the MSE Staff intranet Ensuring the submission of committee recommendations and advice to MSE Executive and core committees (as appropriate); liaising with other Committee Executive Officers and Chairs to ensure the cycle of business and reporting requirements are met The Executive Director or delegate will meet together with all Executive Officers periodically to facilitate best practice and to support the development and implementation of the annual MSE Governance Timetable. 2.11. Committee Member Responsibilities Committee members may be serving on MSE Committees in a variety of different capacities, depending on how their position is defined. Members may be appointed to represent the interests of a particular group, such as professional or academic staff, students, or for the contribution they can make in a specific discipline or area of professional expertise. MSE_Governance_Guidelines for Committee Operations_v1.0.docx Page 6 of 7 Approved by Council 19 April 2017 18

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