Our Governance
The governance of the Strategic Change Office (SCO) is structured to ensure robust oversight and effective management of all strategic initiatives. Our governance framework includes the Strategic Change Sub-Committee, various sub-groups, and initiative boards, each playing a crucial role in steering our projects and programmes.
Strategic Change Sub-Committee: The Strategic Change Sub-Committee provides high-level oversight and strategic direction for the University's change initiatives. This committee ensures that all projects align with the University's strategic objectives and delivers maximum value.
Sub-Groups: Our sub-groups focus on specific areas of strategic change, providing specialised expertise and support. These groups facilitate detailed planning, risk management, and resource allocation, ensuring that each project component is meticulously managed.
Initiative Boards: Initiative boards are responsible for the governance of individual projects and programmes. They oversee the progress, address challenges, and ensure that each initiative stays on track and within scope. These boards play a pivotal role in maintaining project momentum and achieving desired outcomes.
Through this structured governance approach, we ensure that all strategic change initiatives are effectively managed, aligned with our strategic goals, and deliver tangible benefits to the University.
Strategic Change Sub-Committee (SCSC)
The Strategic Change Sub-Committee (SCSC) was established in 2019 to oversee the Strategic Change Portfolio, supporting the University's strategic plan. The SCSC will be pivotal in the consultation, design, launch, and implementation of the new strategic plan, supported by a strategic portfolio of change projects.
Aim and Responsibilities
The SCSC ensures projects align with the University's Vision and Strategic Plan, monitoring affordability, benefits, dependencies, and scheduling. It challenges and assures project scope, delivery, and impacts, approves funding for significant initiatives, and oversees shared resources. The SCSC enhances visibility and understanding of strategic projects and tracks benefits during and after delivery. It manages critical dependencies and overall scheduling, ensuring projects are delivered on time and within budget, effectively prioritising and resourcing initiatives to drive the University's vision forward.
The Strategic Change Office provides the secretariat for SCSC. For any queries, please get in touch via our Contact Us page.
Sub-Groups
The Sub-Groups play a crucial role in managing and delivering strategic projects across the University of Manchester. These groups, namely the Professional Services Sub-Group (PSSG), the Teaching, Learning, and Students Sub-Group (TLSSG), and the Research Infrastructure Strategic Change Sub-Group (RISCS), are responsible for overseeing initiatives within their respective domains. Each sub-group ensures that projects align with the University's strategic objectives and are executed efficiently. Depending on the project's scope, cost, and impact, decisions may escalate through the governance chain, reporting to the Strategic Change Sub-Committee (SCSC) and beyond for higher-level oversight. This structure ensures robust governance and effective project delivery throughout the project lifecycle.
| Professional Services Sub-Group (PSSG) | Teaching Learning and Students Sub-Group (TLSSG) | Research Infrastructure Strategic Change Sub-Group (RISCS) |
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Initiatives Data and Analytics Estates CAFM Evolve External Calling (Phase 3/4) |
Initiatives Assessment and Progression Project |
Initiatives Research Lifecycle Programme, comprising of:
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Initiative Boards
This content is currently under development.