Corporate Governance at the University

The mandate for the WCGTSB is as follows:

Future shape and size of transformation:

• Production and communication of the Change Strategy, ensuring full alignment to the 2025 University Strategy and associated thematic and enabling strategies
• Understand the potential to achieve transformation ambition in each College and across University Services
• Pre-Investment Committee review of all business cases
• Oversight of transformation roadmap
• Review and support of transformation funding and resource requirements

Assessment and assurance of transformation performance:

• Ensure appropriate governance is being applied at a programme level and that business cases are periodically reviewed
• Oversight and monitoring of benefits realisation plans
• Oversight and monitoring of University KPIs as they relate to transformation

The following diagram shows the delegated authority for the WCGTSB and shows how it is placed in the overall University Scheme of Delegation with escalation to SMG, advising other committees as required:

This is an executive led group with the following membership:

• Senior Vice-Principal and Deputy Vice-Chancellor (Sponsor and Chair)
• Chief Operating Officer and University Secretary
• Vice Principal and Head of College (CoA)
• Vice Principal and Head of College (CoSE)
• Vice Principal and Head of College (CoSS)
• Vice Principal and Head of College (MVLS)

In attendance

• Chief Transformation Officer

Court has final accountability for the approval of strategy and investment.  Each Committee member has a responsibility to:

• Provide insight, scrutiny and challenge to the transformation portfolio shape and size
• Provide challenge on delivery timescales including cost and resource constraints
• Assess and publicly support the outcomes from all projects within the transformation portfolio including providing insight into benefits realisation
• Identify, assess and mitigate transformation risk at an institutional level as well as horizon scanning at a sector level
• Openly and constructively challenge where investments do not meet our Change Strategy outcomes
• Take ownership for specific actions and risks in the WCGTSG 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 6 months, in September and March, tying in with the annual budget cycle.

INPUTS

• Business Impact Update
• Portfolio Overview; Now, Next, Near Activity
• Summary dashboard summarising the programme budget, risks and communications
• Strategic Roadmap
• Business cases as appropriate
• Transformation Benefits Tracker

OUTPUTS

• Annual report to Court
• Papers as required
• Decision Log
• Action Log
• Minutes (shared with Senior Management Board)

There are no substitutions.  There is no minimum attendance.

The WCGTSB 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.