It doesn’t feel long at all since I put myself forward for election to the University of York’s council.
It was 2021, and we were emerging from the pandemic. I had been managing one of the University’s eleven colleges – a dream job – but was feeling ready for a fresh challenge.
During the pandemic, I chaired the university’s arrivals and welcome contingency group, coordinating work across departments to ensure a safe and supportive welcome for new students amidst rapidly changing guidelines.
It was challenging but rewarding work that deepened my appreciation for my colleagues. Standing for election to the university council felt like a natural next step – a way to give back to a community I cared deeply about.
A strange role?
Elected staff members on university boards aren’t unusual in higher education, but the role can feel a bit odd. Unlike in many other sectors, universities often involve staff in their governance structure – not to represent all staff, but to contribute to strategic discussions as a trustee.
In this capacity, you’re there to offer a staff-informed perspective while ultimately acting in the best interests of the institution as a whole.
The challenge is finding that balance. You aren’t a staff advocate in the union sense, but you are in a unique position to draw on the realities of day-to-day work to provide valuable insights. Ultimately though, it’s a space where an appreciation for the bigger picture is essential.
For the university, having an elected staff member on council can also add a layer of accountability and ensure that staff perspectives are considered, even when dealing with sensitive strategic matters. In principle, this can build trust with the wider staff body and reassure them that the board isn’t too much of a distant or disconnected entity.
Getting elected is a straightforward process but can require some effort. At York, this involves publishing a statement online followed by a peer election. I leaned heavily on my network, emailing colleagues and posting updates on LinkedIn. The first time, I narrowly missed out, but a year later, I tried again—and this time, I was elected.
The induction was thorough, but there was still a steep learning curve. My first board pack was a hefty 350 pages, which I dutifully read in full. Later, I realised that the “Category II” papers weren’t required reading and didn’t need the same level of scrutiny. Gradually, I learned when to dive into the details and when to take a step back and focus on the bigger picture.
Those early days were a mix of excitement, nerves, and imposter syndrome. Thankfully, council members were welcoming, and the meetings were well-chaired, encouraging open dialogue that helped me find my voice.
What it’s really like
The higher education sector is navigating turbulent times, and this has been evident in recent council meetings. Universities face a perfect storm – the lingering impact of Covid, rising inflation, and a fee cap that has remained frozen for years, all of which are squeezing budgets. On top of this, there’s increasing regulatory scrutiny.
Yet amidst these challenges, there’s a strong sense of aspiration and hope. At York, there’s a clear commitment to our mission as a university for public good. This means prioritising widening participation and fostering inclusivity, breaking down barriers, and creating opportunities for underrepresented staff and students.
There’s also an increasing emphasis on sustainability and mental health, both within the university and through our research and external partnerships. Initiatives like these aim not only to support our community but also to drive positive change beyond the campus.
These themes can shape council meetings, where strategic decisions are debated – from attracting international students in a competitive market to managing budgets while maintaining quality student support. I’ve seen Council members engage in honest, often challenging conversations, balancing competing priorities but aiming to be true to the university’s core values.
But not everything happens in the boardroom. On reflection, I feel that some of the most insightful conversations happen informally – over coffee breaks, dinners, or during development sessions – where council members can speak more openly.
Personally, I’ve found these candid moments especially valuable, as council members have often been genuinely interested in my perspective as a staff member.
Why it matters
I would argue that the inclusion of elected staff members brings clear benefits to universities. It promotes a more diverse board, helping to ensure decisions reflect the complex realities of university life. It’s a way to avoid groupthink and encourage a more open, collaborative culture.
For those of us in the role, it’s a unique opportunity to understand university governance, learn how decisions are made, and contribute to the institution’s long-term success.
But it’s not without its difficulties. Speaking up in front of senior leaders can be intimidating, especially when dealing with unfamiliar topics and nuanced issues. There’s also the challenge of ensuring that your input adds value, rather than merely echoing others. It’s a role that demands thoughtfulness, criticality and a willingness to engage with complexity.
But it’s worth the effort. From a personal perspective, serving on the university council has been transformative. It’s allowed me to grow and develop skills that have shaped my career – leading to a secondment as a student union CEO and giving me the confidence to become chair of a national environmental charity.
Advice for candidates and institutions
If you’re considering standing for an elected position on a university council, my advice is simple: go for it! Don’t be discouraged by worries about not knowing enough or feeling out of your depth.
What matters is that you care, ask thoughtful questions, and bring your experience to the table. It’s not about having all the answers—it’s about being curious and willing to learn.
Universities also have a responsibility to support elected staff members. This means providing a clear induction, guidance on governance principles, and creating an environment where staff feel comfortable speaking up, even when it’s difficult. Constructive challenge should be encouraged, not avoided. Mentoring can also play an important role, helping new members learn the ropes from more experienced colleagues.
So, if you’re a staff member thinking about it, take the plunge! Use your networks, reach out to colleagues, and trust in the value of your unique perspective. If you are university, ensure that you equip staff to thrive in these roles. It’s not just about a diverse board – it’s about ensuring diversity leads to better decisions, stronger governance, and a thriving university community.
