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 of Strategic Change Executive Group

Role	Name
Deputy President and Deputy Vice-Chancellor (Chair)	Professor Luke Georghiou
Interim Vice-President and Dean of Biology, Medicine and Health	Professor Allan Pacey
Vice-President and Dean of the Faculty of Humanities	Professor Fiona Devine
Vice-President and Dean, Science and Engineering	Professor Martin Schröder
Associate Vice-President, Digital Strategy and Business Engagement	Professor Chris Taylor
Associate Vice-President, Blended and Flexible Learning	Professor Danielle George
Registrar, Secretary and Chief Operating Officer	Mr Patrick Hackett
Director of Finance	Mrs Carol Prokopyszyn
Director of Planning	Mr Matt Atkin
Director of IT	Mr Patrick Hemmaway
Head of Change Communications	Ms Stella Morris

Director of Transformation	Mr Tom Pattinson
Head of Strategic Project and Programme Delivery	Mr Richard James

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