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how progression works
Progression is based on merit, contribution and democratic choice.
The internal route recognises people who have already demonstrated ownership, transparency and reliability.
The open election route allows eligible students to bring relevant experience from outside the Society. Member elections give the Society democratic control over its elected officers.
Experience creates an opportunity to progress. Evidence, election or fair appointment determines whether progression happens.
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The Society means the Open University Debate Club.
The CIC means Open Debate Community Interest Company.
A Society role means a volunteer role within the Open University Debate Club.
A Non-Executive Officer is an appointed Society volunteer responsible for a defined activity, project or workstream. They are not a director of the CIC.
An elected Executive Officer is a Society member elected as:
Lead Executive Officer
Second Executive Officer
Board Secretary
Board Treasurer
The Board Secretary and Board Treasurer are Society role titles. Holding either role does not automatically make someone a company director or company secretary.
A CIC director is legally responsible for governing Open Debate CIC.
Merit means having the skills, judgement, conduct or potential needed for the role.
Contribution means the work someone has completed, the responsibilities they have accepted and the difference their work has made.
Financial contribution means helping the CIC develop reliable income, manage its resources or become financially sustainable. It does not mean making a personal donation.
General questions
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No.
Progression follows 3 separate processes:
A person may be appointed as a Non-Executive Officer.
An eligible Society member may stand for an elected Executive Officer role.
A person may apply separately to become a CIC director.
Previous service can provide evidence of merit and contribution. It does not guarantee the next role.
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To hold a Society role, a person must:
be a currently enrolled Open University student
be an eligible Society member
remain enrolled throughout their term
follow the Constitution, policies and code of conduct
declare relevant conflicts of interest
be able to meet the role’s normal time commitment
This applies to Non-Executive Officers and elected Executive Officers.
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No.
A person must leave their Society role when they no longer meet the enrolled-student requirement. They must complete an orderly handover.
An alumnus may continue to support the organisation through an appropriate alumni, volunteer or CIC role.
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Each role should begin with a written role agreement covering:
responsibilities
expected outcomes
limits of authority
normal weekly commitment
reporting arrangements
review dates
Progress reviews should record:
completed work
outcomes
missed commitments
risks or problems
support requested
agreed next steps
Contribution should be assessed by its quality, relevance and effect. It should not be measured only by hours worked.
non executive OFFICERS
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A candidate must have either:
a useful skill they can apply
a credible willingness and ability to learn
They must also be willing to:
take responsibility for a defined area
agree clear outcomes and deadlines
provide honest progress updates
raise problems early
work openly with the responsible Executive Officer
keep appropriate records
follow Society decisions and policies
stay within their delegated authority
complete agreed work reliably
provide a proper handover
Previous committee experience is not required.
The main test is whether the person can take responsible ownership of an area and help move it forward.
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A Non-Executive Officer is appointed rather than elected.
The Society should:
identify the work that needs an owner
describe the purpose and expected outcomes
invite expressions of interest
check student status and availability
discuss the candidate’s skills and learning needs
define their authority and reporting arrangements
record the appointment
review progress at an agreed date
The appointment does not automatically give the person:
a Committee vote
access to money or financial systems
authority to enter contracts
authority to speak for the Society
authority to make decisions outside their workstream
Any authority must be given expressly.
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The normal commitment is 2 to 3 hours each week while the workstream is active.
The actual commitment depends on the project. Some weeks may require less. Events, campaigns and deadlines may temporarily require more.
These are flexible volunteering expectations, not employment hours.
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After completing at least 12 months as a Non-Executive Officer, they can use the internal progression route to stand for an elected Executive Officer role.
They must demonstrate that they have:
delivered agreed work or made reasonable progress
communicated transparently
acted reliably
maintained appropriate records
worked constructively with others
stayed within their authority
dealt responsibly with problems
completed or prepared a suitable handover
continued to meet the student eligibility requirement
no unresolved serious conduct, safeguarding or financial concerns
They should provide a contribution statement explaining:
what they were responsible for
what they delivered
what changed because of their work
what did not go to plan
how they responded
what they learned
why they are ready for the elected role
Completing this route makes the person eligible to present their record to members. It does not guarantee election.
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The Society Committee may end or pause the appointment.
This may happen where the person:
repeatedly fails to complete agreed work without explanation
stops providing progress updates
acts outside the agreed workstream
misuses delegated access
makes unauthorised commitments or public statements
mishandles confidential information
refuses reasonable oversight
commits serious misconduct
no longer meets the student eligibility requirement
The role may also end because the workstream has been completed, paused, merged or is no longer needed. This is a no-fault organisational decision and should not be described as misconduct.
The Committee must follow the fair process set out later on this page.
Elected Executive Officers
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Voting Members elect:
the Lead Executive Officer
the Second Executive Officer
the Board Secretary
the Board Treasurer
Election gives authority only for the relevant Society role. It does not create a CIC directorship or authority over CIC money, contracts or decisions.
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A candidate must:
be a currently enrolled Open University student
be an eligible Society member
Understand the requirements in the Constitution
submit a valid nomination
provide the required candidate information
remain eligible throughout the election and term
There are 2 routes to the ballot.
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The internal route is for someone who has completed at least 12 months as a Non-Executive Officer.
Their contribution statement should show that they have already demonstrated:
responsibility
reliability
transparency
constructive working
appropriate record keeping
respect for delegated authority
the ability to learn and respond to problems
Existing officers may check whether the objective internal requirements have been met. They cannot appoint the candidate or guarantee their election.
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The open route is available to any eligible Society member who has not completed the internal route.
An open-route candidate may use evidence from:
employment
volunteering
another student organisation
community work
caring responsibilities
running projects or events
financial administration
campaigns or representative roles
Previous service to the Society is useful evidence. It is not the only way to demonstrate merit.
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Every candidate should have the same opportunity to:
publish a candidate statement
explain their relevant skills and experience
describe their priorities
answer standard questions
attend a hustings or member question session
use the Society’s designated election channels
The Society should publish the same word limits, deadlines and campaign rules for everyone.
Candidates must not:
use confidential membership information
offer benefits in return for votes
intimidate or pressure members
knowingly make misleading claims
use official accounts in a way unavailable to other candidates
spend Society or CIC money on their campaign
present a personal endorsement as an official Society decision
The Society should check only objective eligibility requirements before putting someone on the ballot. Existing officers should not prevent an eligible person from standing because they prefer another candidate.
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A candidate should show that they can:
organise meetings and deadlines
issue notices
produce accurate minutes
maintain membership and governance records
protect personal and confidential information
distinguish decisions from discussions
record proceedings impartially
organise a reliable handover
The normal commitment is 2.5 to 3.5 hours each week.
More time may be needed before elections, formal meetings, an Annual General Meeting or a constitutional change.
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A candidate should show that they can:
maintain complete financial records
understand basic budgets and reconciliations
explain financial information clearly
follow payment and approval controls
identify unusual or unauthorised transactions
administer restricted money correctly
raise financial concerns promptly
support responsible fundraising and spending
The normal commitment is 2.5 to 3.5 hours each week.
More time may be needed during budgeting, grant reporting or year-end reporting.
The Society Treasurer administers Society finances. They do not automatically control CIC accounts.
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A candidate should show that they can:
coordinate people and work
follow up agreed actions
keep others informed
identify delivery risks
support and challenge the Lead Executive Officer constructively
deputise when authorised
work across different activities
remain dependable when priorities change
The normal commitment is 2.5 to 3.5 hours each week.
The commitment may increase when covering for the Lead Executive Officer or coordinating a major activity.
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A candidate should show that they can:
set priorities with the Committee
coordinate officers and volunteers
build constructive external relationships
support income development
make sure decisions are followed up
manage conflicts fairly
represent the Society within agreed authority
report openly to members
balance ambition with available people and money
accept scrutiny and challenge
The normal commitment is 3 to 5 hours each week.
More time may be needed during elections, major events, funding applications or organisational change.
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An elected officer should normally be removed by the Voting Members rather than by another officer acting alone.
The Constitution should determine:
who may propose removal
the notice period
the meeting arrangements
the quorum
the voting threshold
how the vacancy will be filled
The normal process should include:
written grounds for the proposed removal
notice to the officer
disclosure of the relevant evidence
an opportunity for the officer to respond
independent examination of disputed facts where needed
a General Meeting or Extraordinary General Meeting
a vote by eligible members
a written record of the decision
arrangements for interim cover and a replacement election
Role-specific grounds may include:
Board Secretary: knowingly creating false records, repeatedly failing to maintain essential records or seriously mishandling personal information
Board Treasurer: making unauthorised payments, concealing financial problems or failing to maintain adequate accounts
Second Executive Officer: persistently failing to coordinate agreed work, concealing significant delivery problems or repeatedly exceeding delegated authority
Lead Executive Officer: repeatedly acting beyond constitutional authority, withholding significant information or making unauthorised commitments on behalf of the Society
A strategic disagreement or a vote against another officer is not, by itself, grounds for removal.
Directors
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A CIC director may be:
a current Open University student
an Open University alumnus
a former Society officer
someone from outside the OU community
They do not have to hold a Society role.
An individual director must normally be at least 16 and must not be legally prohibited from acting. Directors are legally responsible for running the company and making sure required accounts and reports are properly prepared.
New directors must complete the applicable Companies House identity-verification process. Identity verification has been a legal requirement for new director appointments since 18 November 2025.
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No.
An elected officer may apply, but they must complete the same recruitment process as other candidates.
Previous Society service may provide evidence of:
commitment
reliability
leadership
governance experience
understanding of the community
contribution to financial sustainability
It does not create an entitlement to appointment or automatic preference.
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Candidates should be assessed against the published director role description.
They should demonstrate:
commitment to the CIC’s community purpose
understanding of the Society–CIC relationship
sound and independent judgement
relevant skills, knowledge or lived experience
the ability to work collectively as a Board
reliable participation
responsible handling of confidential and financial information
appropriate management of conflicts of interest
willingness to accept scrutiny
the ability to contribute to the CIC’s sustainability
Company directors must follow the company’s constitution, exercise independent judgement, use reasonable care, skill and diligence, and manage conflicts of interest. Appointing an accountant, volunteer or adviser does not remove the directors’ legal responsibility.
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Financial merit means the ability to help the CIC establish and maintain a reliable revenue base.
Evidence may include:
identifying suitable grants
preparing funding applications
developing sponsorship
creating responsible paid services
building income-producing partnerships
developing recurring income
understanding budgets and cash flow
improving financial controls
managing costs
measuring the cost and value of activities
building relationships with funders
delivering projects that generate or protect income
Candidates do not need to guarantee that funding will be secured.
A candidate appointed mainly for legal, governance, education or operational expertise should still explain how their contribution will support financial sustainability, directly or indirectly.
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No.
A personal donation must not:
influence interview scoring
replace the selection criteria
guarantee an interview or appointment
count as evidence of competence
protect a director from accountability
The ability to develop responsible income for the CIC is relevant. Personal wealth is not.
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Director vacancies should normally be advertised publicly.
The process should include:
identifying the skills and experience the Board needs
publishing the role description and expected hours
inviting internal and external applications
shortlisting against published criteria
holding a structured interview
checking eligibility, references and conflicts
recording the evidence supporting the recommendation
making the formal appointment under the Articles of Association
updating Companies House and internal records
Government guidance for recruiting charity trustees supports identifying board skill gaps, publishing a role description, advertising beyond personal networks, stating the expected commitment and selecting candidates fairly against the role criteria. Open Debate CIC can use these principles as a governance benchmark, although the guidance applies directly to charities rather than CICs.
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Open Debate CIC will use an independent external interviewer or panel chair.
The external person should:
have no material conflict of interest
not be applying for the role
not report to a candidate
understand governance or board recruitment
assess candidates against the published criteria
The panel may also include an existing director or another person who understands the CIC’s needs.
A candidate must not shortlist themselves, select their own panel or take part in the appointment decision.
The interview panel makes a recommendation. The person or body authorised by the CIC’s Articles of Association makes the legal appointment.
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The normal commitment is 2 to 4 hours each week.
This includes:
preparing for Board meetings
taking part in decisions
completing agreed actions
overseeing governance and compliance
monitoring finances and risks
supporting income development
Annual reporting, major funding applications, contract decisions or serious incidents may require additional time.
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A director may leave through:
resignation
expiry of an agreed term
a provision in the Articles that ends their appointment
legal disqualification
removal by the company’s members
The Board cannot assume that it has the power to dismiss another director. The CIC’s Articles of Association must be checked.
Under section 168 of the Companies Act 2006, a company may remove a director by ordinary resolution at a meeting before the end of their term. Special notice is required, and the director has statutory rights to respond to the proposal.
Grounds for starting the removal process may include:
serious or repeated breach of director duties
misuse of company money or property
failure to disclose a material conflict
serious misconduct
persistent failure to participate
deliberate falsification or concealment of company information
refusal to follow lawful Board controls
a serious safeguarding, legal or financial risk
becoming legally ineligible to act
The Board may restrict operational access where necessary to protect people, money, records or systems. Removing access does not, by itself, terminate the legal directorship.
When a director leaves, the CIC must update its records and tell Companies House about the change.
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The roles remain separate.
Removing someone from a Society role does not automatically remove them as a CIC director.
Removing someone as a CIC director does not automatically remove them from an elected Society role.
Each organisation must use its own governing process. The same conduct may still be relevant evidence in both processes.
Fair removal and handover
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Except where immediate protective action is necessary, the process should include:
a written explanation of the concern
disclosure of the relevant evidence
an opportunity for the role holder to respond
support, training or an improvement period where appropriate
a decision by people without a material conflict
a written outcome with reasons
information about any review or appeal route
The action taken should be proportionate to the seriousness of the concern.
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Access may be restricted where there is a credible risk to:
people
money
personal information
organisational records
digital systems
an investigation
legal or regulatory compliance
Suspension is a protective step. It is not, by itself, a finding that the allegation is true.
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A person should not be removed because they:
disagree respectfully with another role holder
challenge a proposal
raise a genuine concern
report suspected wrongdoing
vote against a decision
request a reasonable adjustment
make a reasonable mistake and respond responsibly
need temporary support because of study, health, disability, work or caring responsibilities
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The person leaving must:
stop representing the relevant organisation
return money, equipment and records
transfer account ownership securely
provide an accurate handover
preserve records that must be retained
continue to protect confidential information
The Society or CIC must:
remove unnecessary access
record the person’s end date
secure accounts and recovery methods
tell relevant people without disclosing unnecessary personal information
arrange interim cover where permitted
begin the required election or appointment process
complete any required Companies House filing
Code of conductWe want everyone to be able to test ideas, build confidence and disagree well.
It applies to everyone taking part in activities run or managed by Open Debate CIC or the Open University Debate Club. This includes members, visitors, speakers, volunteers, staff, moderators, officers and directors.
OUR CONSTITUTION
The members of Open University Debate Club adopt this Constitution to define the Society's purpose, values, governance principles and responsibilities.
The Society exists to widen access to structured debate, public speaking, critical thinking and civic dialogue.
The Society recognises that the ability to argue clearly, listen carefully, question evidence and disagree respectfully is a public good.
The Society shall be guided by inclusion, fairness, intellectual honesty, democratic participation and respect for different perspectives.
The Society shall operate for community benefit and not for private gain.
The Society shall maintain sound governance, transparent decision-making,
responsible financial management and a sustainable operating model.