Corporate Governance at the University

The mandate for the CBGC is as follows:

• Approval and oversight of the Estates Masterplan including design guide, colour palette and compliance with planning conditions. This further includes establishment of interim masterplans and receiving regular reports from the design guardians in respect to adherence of projects to the overall plan. The master plan will be brought to Estates Committee and only with the approval of the Committee will it then proceed to Court in advance of seeking City Council approval.
• Approve the commercial property aspects of projects, including leases, disposals and any acquisitions
• Approval of the disposal strategy, tenant mix and lettings associated with the new developments
• Approval of the management and performance of the Principal Contractor
• Approval of the technology and data strategies for the Capital Programme
• Provide oversight of Smart Campus Programme
• Approve the rolling investment plans for 3- and 10-year cycles and submit as part of the Investment Committee annual planning exercise
• Provide the Programme Governance to the overall Estates Major, Core and facilities capital programmes and infrastructure including design, delivery and recommendation to Court of any Infrastructure Business Cases.
• Receive regular performance updates from the Executive Director of Estates ensuring appropriate governance arrangements are in place and are working effectively
• Approval of business change plans to support the development of an efficient and effective estate including BIM, soft landings, design guides and standard specification, asset plans and operating models.
• Management of programme risk, contingencies and approval of the programme compensation and change control process
• Ensure that the University’s estates infrastructure is fit to support the University’s current and future ambitions
• Ensure robust business cases for estates development, maintenance and facilities are in place before seeking approval from SMG and Court for funding and implementation.
• Ensure effective communication is maintained with students and staff on major estates developments.

The following details the delegated authority for the CBGC and shows how it is placed in the overall University Scheme of Delegation with escalation to Finance Committee, Investment Committee or Court:

This is an executive convened committee with the following membership:

• Senior Vice-Principal and Deputy Chancellor (Chair)
• Vice Principal (Academic Planning and Technological Innovation)
• Executive Director of Finance
• Executive Director of Estates
• Lay Member of Estates Committee

In attendance:

• Project Sponsor Infrastructure
• Project Manager Infrastructure (as required)
• Project Director Western Infirmary Development (as required)
• Project Sponsor Smart Campus (as required)
• Property Consultants (as required)
• Infrastructure Advisors (as required)

The Committee has final accountability for the production and governance of the annual and 3-year investment plans.  Each Committee member has a fiduciary responsibility to:

• Ensure all investments are in line with University Strategies & Policies
• Agree on the achievability of business cases, plans and roadmaps
• Identify, assess and mitigate risk at an Estates portfolio investment level
• Openly and constructively challenge where investments do not meet key criteria for regulatory, business continuity and strategic investments
• Actively contribute to mitigation of Estates and Health Safety and Wellbeing (HSW) risks taken from the SMG Strategic Risk Register
• Take ownership for specific actions and risks in the Estates Committee Action and Risk Logs. All actions and risks must have a Committee member as overall owner
• Activity and behaviour should embody the University’s values (click here for details)

The meeting schedule will be every month with an extended full day workshop in March as part of the annual budgeting cycle. 

INPUTS

• UofG strategy and plan
• Technology Strategy and Roadmap
• Management information provided by Planning Insights & Analytics
• Current FY and 3-year IT Investment Budgets and 10-year Outlook
• Portfolio Investment breakdown split by financial year
• Investment Health Summary
• Investment Business Cases/Proposals/Change Requests to be presented
• Summary of changes made to action log

OUTPUTS

• Decision Log
• Action Log
• Minutes (shared with Finance/Investment/Estates Committees)

Substitutions may be made with prior notice given to the clerk.  There must be a minimum of 3 from the core group (excluding clerk) in attendance for decisions or approvals. In the event of a consensus not being reached, the convenor will have the casting decision.

The CPGC will follow the UofG procedure for the management of any conflicts,  The procedure defines declaration of conflicts as a standard agenda item at the start of the meeting, the maintenance of a register of conflicts, and a process for managing all conflicts which are declared.