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Strategic Change Sub-Committee

The Strategic Change Sub-Committee (SCSC) was established in 2019 to oversee the delivery of the Strategic Change Portfolio -  the single, holistic plan of the strategic projects that underpin the new five year Strategic Plan for the University, Our Future

SCSC reports to the Planning and Resources Committee (PRC) and shares information with the Finance and Capital Planning Sub-Committee (FCPSC). Further details on how the SCSC fits into the University's wider governance structure is available at our governance structure.

Membership

 

Role

Name 

Deputy President and Deputy Vice-Cancellor (Chair)

Professor Luke Georghiou

Vice-President, Research

Professor Colette Fagan

Vice-President, Teaching, Learning and Students

Professor April McMahon

Vice-President, Social Responsibility

Professor Nalin Thakkar

Vice-President and Dean, Biology, Medicine and Health)

Professor Graham Lord

Vice-President and Dean, Humanities

Professor Keith Brown

Vice-President and Dean, Science and Engineering

Professor Martin Schröder

Associate Vice-President, Digital Strategy and Business Engagement

Professor Chris Taylor 

Registrar, Secretary and Chief Operating Officer

Mr Patrick Hackett

Director of Finance

Mr Robert Fraser

Director of Human Resources

Ms Karen Heaton

Director of Estates and Facilities

Mrs Diana Hampson

Director for the Student Experience

Dr Simon Merrywest

Director of Planning

Mr Matt Atkin

Director of Legal Affairs and Board Secretariat

Ms Sinéad Hesp

Director of IT 

Mr Angus Hearmon

University Librarian and Director of the John Rylands Library

Mr Chris Pressler

Director of Research and Business Engagement Support Services

Dr Andrew Walsh

Director of Transformation (Secretariat)

Ms Beth Dodd

Terms of Reference

  • To actively govern and assure the scope of the strategic change portfolio to ensure it is delivering the highest priority projects that will deliver our University Vision and Strategic Plan.
  • To oversee the affordability and benefits of the portfolio, and assess any threats or opportunities in that regard, including demands for new projects driven by external events, and to hold sponsors to account for benefit delivery.
  • To oversee the integrated delivery plan for the strategic portfolio to manage critical dependencies and overall scheduling (including scheduling relative to external events) as “one plan”.
  • To challenge projects and programmes within the portfolio to provide assurance regarding their scope, delivery, benefits and wider portfolio impacts. 
  • To approve the release of funding for programmes and projects within the portfolio at specific points in their lifecycle, to include approval of all projects above £250k in value (capital or revenue).
  • To oversee the deployment of scarce shared resources at the strategic level.
  • To reconfirm the strategic change portfolio priorities as part of an annual review linked to the University planning process.
  • To agree the approach to devolved decision making to the relevant areas, including delegated authorities to appropriate programme or project sponsors.
  • To improve the visibility and understanding of all strategic projects across the University.
  • To provide a role in bridging the activities of the Staff Survey Action Group.
  • To oversee and track benefits realisation plans both during and after project delivery.

The Strategic Change Office provides the secretariat for SCSC. For any queries please contact us here