Student Lifecycle Change Programme Programme Board Terms of Reference
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1 Document Control Student Lifecycle Change Programme Programme Board Terms of Reference Title Author Student Lifecycle Change Programme Terms of Reference Neil Harris File Ref. Approval Sign-off (For formal issue) Approver Role Signature Date Issue Dave Hall Registrar and Secretary Digital Signature 15 th Nov 2016 V1.4 Change History Version Date Author / Editor Details of Change nd September 2015 Neil Harris First draft for review and approval th October 2015 Neil Harris Update and amendments to membership nd March 2016 Neil Harris Update to reflect set up of a Programme Steering Group th July 2016 Neil Harris Amendments to membership th Sept 2016 Neil Harris Further amendments to membership and Audit recommendations th February 2017 Neil Harris Amendments to membership Paper 2-SLC Programme Board ToR V1.5.doc Page 1 of 8
2 Introduction In the context of the University s new Leicester Learning Strategy, the Student Lifecycle Change (SLC) Programme is a major strategic initiative over the next three years to improve the services underpinning the quality of the student experience, the operational efficiency of the academic administration across the full students lifecycle experience and the overall operational capability that contributes to the University s profile and success. Purpose The purpose of the SLC Programme Board is to provide overall governance for the programme. A programme of change has a vision of the end-state, but no clearly defined path to get there. The Board s role is therefore to define the purpose and objectives for the programme, to set the vision, approve the changes required and to then steer the programme to implement the changes and realise the required outcomes that will achieve the end Vision. In order to fulfil this purpose the SLC Programme will be delivered in accordance with the OGC Managing Successful Programmes (MSP) methodology. Key steps in this process include: (i). Setting the Programme Vision and associated measures of success; (ii). Commissioning and approving the Programme Change Blueprint; (iii). Supporting the development and approval of the Programme delivery and Benefits Plans; (iv). Commissioning Projects in the Programme Portfolio (Stage Gate 0); (v). Taking on Project Executive responsibility for approved Stage 0 Projects; (vi). Taking collective responsibility for steering Projects through their delivery lifecycle (Stage Gates 1-4); (vii). Reviewing the realisation of Benefits; and (viii). Communicating progress against the programme s measures of success. Details of the Programme management processes are shown in Appendix 1. The Programme Board is chaired by the Senior Responsible Officer (SRO) who is the overall sponsor of the Programme and owned by the Programme Director, who is the individual ultimately accountable for ensuring that the programme meets its objectives and delivers the projected benefits. Their roles, with support from the Senior Stakeholders and Business Change Managers on the Board are to ensure that the programme maintains its business focus, has clear authority and that the context, particularly in the delivery of change and the realisation of benefits is being actively managed. In this regard the Programme Board is responsible for steps (i) to (v) and (vii) and viii) from above. However, responsibility for delivery of the programme is delegated to the Programme Director and supported by the Programme Manager, Project Executives (including their named deputies) and other Senior Supplier Stakeholders, all of who make up membership of the Programme Steering Group. This means that the Steering Group is responsible (on behalf of the Programme Board) for steps (v) and (vi) above. Senior Stakeholders and Senior Supplier Stakeholders will also have responsibility for ensuring resources are provided at both programme and project level (Senior Users and Suppliers). Details of the governance arrangements and programme organisational structure are shown in Appendix 2. Paper 2-SLC Programme Board ToR V1.5.doc Page 2 of 8
3 Objectives and Scope The objectives of the SLC Programme Board are to ensure that programme is: Representing University wide Student, Staff and Academic input and priorities; Focussed on delivering changes that will realise outcomes to achieve the end vision; Making collective decisions that ensure that the programme delivers these changes; Managed in accordance with the MSP methodology; Working to planned delivery dates and addressing any changes in scope; Commercially, legally and financially robust, minimising risks to the University; The scope of the programme will be defined by the SLC Programme Change Blueprint and as set out in the SLC Programme Management Plan, which defines the structure, timeline and benefits of the programme. Deliverables The deliverables of the SLC Programme Board will include: Reviewing and approval of Programme deliverables; Providing commitment to actively support and to resource the programme; Monitoring progress vs the programme change deliverables Agreeing and formalising any changes to programme scope that impact the Programme Blueprint Monitoring engagement with the programme across the organisation Communicating key decisions and programme status Establishing and reporting on programme resourcing, costs and dependencies Establishing and reporting on outcome benefits and measures of success These deliverables will be managed by the Programme Manager (Programme Roadmap and Programme Plan), the Programme Communications Manager (Communications Plan) and recorded by way of the Programme Board minutes. These, together with other programme documentation presented to and approved by the Programme Board will be managed under change control by the Programme Manager and published via the Programme webpage, which will be maintained by the Programme Communications Manager. Agenda, Timescales and Commitment Meetings of the SLC Programme Board will take place on a quarterly basis and include formal reporting from the Programme Manager and Business Change Managers, when appropriate. The agenda of the meetings will be as follows: 1. Minutes and actions from previous meetings (Chair); 2. Programme Deliverables for review and approval (Programme Manager); 3. Review of Programme Dashboard/Roadmap (Programme Manager); 4. Review and approval of any changes required to Programme Blueprint/Scope (Programme Manager); 5. Review of Benefits delivery and measures of success (Business Change Managers); 6. Review of Programme level resourcing, costs and dependencies (Programme Manager); 7. Specific items for discussion (Members of the Programme Board); 8. Resolution of any Issues or Risk escalated from the Programme Steering Group (Programme Director); 9. Confirm items for communication vs. Communications Plan (Communications Manager); and 10. AOB. Paper 2-SLC Programme Board ToR V1.5.doc Page 3 of 8
4 Where the need arises for an urgent Board level decision between Programme Board meetings these will be delegated to the SLCP Steering Group and confirmed by the Programme Director with the Programme SRO, for onward communication to members of the Programme Board. Paper 2-SLC Programme Board ToR V1.5.doc Page 4 of 8
5 Structure and representation The SLC Programme Board will be chaired by the University Registrar and Secretary and will involve a core membership that includes: Professional Services Corporate Services Academic Colleges Student Representation The meeting will be organised by the Programme Manager, with the support of the Programme Communications Manager and Board Secretary. Composition of the Programme Board Name Organisational Role Programme Board Role Dave Hall Registrar and Secretary Sponsor, SRO and Chair of the Board Geoff Green Academic Registrar Programme Director Neil Harris Transformation Programme Manager, Student and Academic Services (SAS) Tara Chakraborti Business Change Manager Programme Manager Business Change Manager (Academic Administration) Jon Scott Pro Vice-Chancellor for Student Experience Senior Stakeholder (Students) Alex Mitchell Education Officer Student Representative Bob Norman Graham Wynn College Academic Director-College of Medicine, Biological Sciences and Psychology College Academic Director-College of Science and Engineering Roger Dickinson College Academic Director-College of Social Sciences, Arts and Humanities Richard Griffiths Head of Finance Operations Senior Stakeholder (College Representative) Senior Stakeholder (College Representative) Senior Stakeholder (College Representative) Senior Stakeholder (Finance) Liz Bailey Director of IT Senior Stakeholder (IT) Ross Parry Deputy PVC (Digital) Senior Stakeholder (Digital Strategy) Ruth Daly Dawn Kemp Penny Jackson Director of Operations-College of Social Sciences, Arts and Humanities Director of Operations-College of Medicine, Biological Sciences and Psychology Director of Operations-College of Science and Engineering Head of Service (Academic Administration) Head of Service (Academic Administration) Head of Service (Academic Administration) Margot Burke Chief Marketing and Engagement Officer Head of Service (Marketing and Comms) Chris Garrod Director of Academic Services Head of Service (Academic Administration) Raj Patel Associate Director of Student Experience Head of Service (Student Experience) Kirsty Woodward Director of Campus Services Zoe Radnor Claire McAteer Dean and Professor of Service Operations Management (School of Management) Head of Service (RACS) Operational Change Advisor Communications Manager, Policy, Planning and Board Secretary and Programme Paper 2-SLC Programme Board ToR V1.5.doc Page 5 of 8
6 Change Communications Paper 2-SLC Programme Board ToR V1.5.doc Page 6 of 8
7 Appendix 1. Change Programme Management Process Paper 2-SLC Programme Board ToR V1.5.doc Page 7 of 8
8 Appendix 2. Programme Governance Structure Paper 2-SLC Programme Board ToR V1.5.doc Page 8 of 8
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