Corporate Governance at the University

The mandate for the CPB is as follows:

• Approval and oversight of the Campus Masterplans. Ensure that the University’s estates infrastructure, maintenance and condition is fit to support the University’s current and future ambitions
• Approve the annual investment plans
• Approve the Project remits for all Investments in excess of £25m
• Provide the Programme Governance to the overall Estates Major, Enhancement and Asset Management investment programmes and maintenance.
• Management of programme risk, contingencies and approval of the programme compensation and change control process
• Approval of the management and performance of the Principal Contractor and key delivery partners.
• Ensure effective communication is maintained with students and staff on major estates developments and other estates related issues.

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:

• Chief Operating Officer (Chair)
• Senior Vice-Principal and Deputy Vice Chancellor
• Executive Director of Finance
• Executive Director of Estates
• Lay Member of Estates Committee (x2)

In attendance:

• Director of Projects
• Head of Major Projects
• Director of Property Development and Investment (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 2 months with extended workshops as required. 

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
• Investment Change Requests to be presented
• Summary of changes made to action log

OUTPUTS

• Decision Log
• Action Log
• Minutes 

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. Ordinarily, more than one consecutive meeting should not go ahead with no lay member present. 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.