Tom Pattinson took on the role of Director of Transformation in August 2023, having previously been Deputy Director. Tom leads the Strategic Change Office and has a key role in the implementation of the University's strategic plan.

Tom’s background is within Higher Education, having previously been Director of Corporate Operations at the University of Central Lancashire (UCLan), where he led a team of Project and Change professionals working on a variety of strategic initiatives, from strategic partnerships, to academic developments, process improvement projects and regulatory compliance programmes.

Miranda Hall, as the Deputy Director of Transformation, is a pivotal figure in the Strategic Change Office Leadership Team. She collaborates with senior leaders and the wider team to shape and deliver the University’s core change portfolio. Her role is focused on:

• Leading the development and operation of the Strategic Change Office
• Building a high-performing team of change professionals
• Providing strategic insights and guidance to the leadership team
• Working closely with senior leaders to ensure alignment with strategic objectives and delivery of benefits

Richard James, in his role as the Head of Project & Programme Delivery, is responsible for aligning the Strategic Change Office’s (SCO) change portfolio with the university’s broader objectives and ensuring that it delivers successfully. His responsibilities include:

• Overseeing the planning and implementation of projects and programmes
• Coordinating with delivery partners to ensure smooth execution of projects
• Managing resources and budgets related to projects and programmes
• Ensuring that all projects are delivered on-time, within scope, and within budget
• Tracking project performance and making necessary corrections
• Providing leadership and support to the project teams
• Evaluating the impact of the SCO's change portfolio on the wider university community

Laura Ashcroft Clarke, as the Head of Portfolio Management Office in the University’s Strategic Change Office (SCO), leads the PMO team and actively collaborates with key change delivery partners across the university. She leads the development of processes, tools, and methodologies to ensure the successful execution of projects and programmes and provides assurance across the portfolio.  Her responsibilities include:

• Actively collaborating with key change delivery partners across the university
• Creating a collaborative environment that ensures the successful execution of projects and programmes
• Defining the team’s standards and adherence to best practices
• Providing assurance and reporting to decision makers across the change portfolio
• Leading the PMO team, setting the tone for excellence, and fostering a culture of continuous improvement

This role is currently vacant.

Responsible for managing the delivery of strategic projects. Manages the project plan, budget, and scope. Key tasks include risk management, reporting, and managing project resources.

Responsible for managing the people aspects of change, assessing the impact on stakeholders, and working with them to ensure the change is successful. They also manage the identification and realisation of project benefits. Key tasks include change impact assessment, transition planning, and setting the engagement approach.

Responsible for the communications approach and overall project communications. Develops content for communication with input from stakeholders. Advises on best-practice methods of communication and ensures alignment with wider University communications.

Business Analysts bridge the gap between business needs and technology solutions. They gather and analyse business requirements, document processes, and work with stakeholders to ensure that project outcomes meet the intended business objectives. They are crucial in ensuring traceability of requirements through to delivery.

Enterprise Business Architecture aims to provide a comprehensive view of the University, how it delivers value to its stakeholders, and the initiatives required to improve that delivery of value. It is the role of Business Architecture to work with stakeholders to understand business needs, ensure projects and initiatives align with business strategy, and deliver value by providing assurance of business designs against design principles.

Different roles fall within technical architecture; some have a view of the enterprise whilst others work within specialised domains, for example, security. Working together, they provide an overall understanding of the technology in use across the University and ensure designs for new solutions integrate seamlessly with existing systems by providing technical assurance against architectural principles