Universities must set targets to diversify their boards

Advance HE’s recent report on diversity among UK university governing bodies should give everyone involved in governance pause for thought.

The report found that while institutions are making “notable progress”, some are still falling short when it comes to reflecting the ethnic diversity of their staff, students and wider communities.

Governing bodies play a key role in demonstrating the strategic ambitions of a university to these stakeholders. A diverse board of governors brings a wealth of benefits, including a mixture of views to challenge the status quo and a better understanding of staff and students’ needs. It signals the institution’s commitment to equity, inclusion and social justice.

London Metropolitan University, where I am university secretary, has a longstanding commitment to ensuring diversity on its governing body. Our board is 56 per cent female, with the same proportion of members coming from Black and minoritised backgrounds and 12.5 per cent having a disclosed disability. That compares with sector averages of 43.4, 15.2 and 6.6 per cent respectively in 2022-23, according to Advance HE.

While these raw figures are important, just as crucial is that board members are encouraged to bring their lived experiences – of, for example, their socio-economic backgrounds – to their roles.  

We first set targets for the diversity of our board and committees based on the diversity of London’s population, as shown in the 2021 census. We have embedded these targets into our Race Equality Strategic Plan and we annually monitor them. We also think carefully about diversity and inclusion in our governor recruitment campaigns to ensure they remain a priority. Our board views it as crucial that selection panels are diverse and, ahead of each recruitment round, we consider how inclusive our recruitment practices are.

Like much of the sector, we also continue to focus on ensuring we have a board that contains people of working age – not only retired people with long experience. But there are increasing demands on governors as a result of changes to the regulatory environment, the increased complexity of the higher education landscape and a heightened focus on accountability.

To address that, we have started a mentoring scheme and a board apprenticeship scheme, whereby a new governor is paired with an experienced board member to support their induction. We also incorporate discussions on personal and broader board development needs into our annual reviews of individual governors. The reviews cover attendance at meetings, time commitment, future aspirations (such as serving a further term of office and/or chairing a committee) and training and development needs, both individual and for the wider board.

To attract and retain top talent from diverse backgrounds – and to ensure that board membership is not a privilege reserved for those who can afford to volunteer their time – universities may also need to consider offering compensation, as we have done.

In higher education, we are used to governors taking on the role in a voluntary capacity, but while charitable bodies are not typically permitted to pay their trustees, there are circumstances under which payment is possible provided that a board maintains an unremunerated quorum.

At London Met, we currently remunerate our board chair and the chairs of our People, Finance and Resources Committee and our Audit and Risk Committee. As well as carefully considering the Charity Commission’s guidance and our own articles of association before making this move, we looked at other universities that had already adopted this practice. Payments are subject to regular review to ensure they remain appropriate in all circumstances.

Campus resources on equity, diversity and inclusion in higher education

London Metropolitan University is one of the most diverse higher education institutions in the country when it comes to students and staff, reflecting its local community. But our experiences and strategies for diversifying our boards and committees can be adapted to universities with different demographics.

In line with the Committee of University Chairs’ (CUC) Code of Governance, governing bodies should routinely consider ways they can encourage diversity in all its forms. Setting targets based on the institution’s local context and prioritising diversity in recruitment processes are good places to start.

Taking greater strides towards more diverse and inclusive boards will ultimately help us all navigate the complexities of the ever-shifting higher education landscape, ensuring a sustainable and impactful future.

Nikki Le Faou is the university secretary at London Metropolitan University. She provides advice and support to the university’s board of governors and its subcommittees, as well as to the vice-chancellor and the senior leadership team.