- Finance Explained
- About us
- Financial operations
- Procurement Services
- Financial regulations and policies
- Capital planning and project authorisation
- Financial planning, management and reporting
- Financial Statements
- Student Finance
- Finance training
- Future Finance
- Professional Services
- C1: Appraisal and authorisation
- C2: Authorisation limits and process
- C3: Project proposal form and request for authority form
- C4: Revised request for authority
- C5: Post project appraisal and evaluation
- C6: Type of post project appraisal
- C7: Role of the committees
- C7.1: VCEG
- C7.2: Infrastructure Coordination Group
- C7.3: Infrastructure Strategy Group
- C7.4: Council
- C7.5: Project Coordination Group
- C8: Procurement
- C9: University and College strategic goals
- C10: Self funded schemes
- C11: Key deliverables
- C12: Implementation costs and income
- C13: Operational costs and income
- C14: Inflation
- C15: Discount rates and expected rates of return
- C16: Reviewing alternatives
- C17: Appraisal narrative
- C18: Risk mitigation and avoidance
- C19: Project team competencies
C4: Revised Request for Authority
Once authority has been appropriately received for a project no further authorisation is required unless:
- It becomes foreseeable that the authorised budget for the project will vary by the lower of 10% or £250,000 (or otherwise agreed in respect of projects in excess of £3million).
- Where a project increases in value such that it crosses an authorisation band.
- It becomes foreseeable that the due completion date for the project will slip by six months or more after the critical completion date.
- It becomes foreseeable that one or more of the key deliverables identified in the original investment appraisal is no longer attainable to a material extent.
- It becomes apparent that the risks of not achieving the project become materially more onerous such as to jeopardise the prospect of achieving the project.
- The authorising committee / body requires additional authorisation at some milestone or event.
Elements of subjectivity exist with respect to the above. The Project Manager is responsible for determining whether a project requires revised authorisation. In addition, where a Project Group is required, the Project Group may require a .
In the event that a further authorisation is required then the RRFA needs to be completed. This form can refer to the previously authorised . The revised documentation need only refer in detail to the revision that has led to the requirement to seek a new authorisation.
Where revision is in respect of value and the increase in the value now puts the project in a higher authorisation band, a RRFA needs to be completed for the new value.
Where a RRFA is required work may continue on the project with the following caveats:
- A RRFA should be provided for re-authorisation and should be sent to the earliest available meeting of ICG and then onto ISG and C7.4: Council if appropriate.
- All new commitments raised prior to the approval of the RRFA must be authorised by the chairman of the ISG or the chair of the ICG. In the absence of both of these officers such new commitments must be authorised by the Chief Financial Officer.
- Where revised authorisation is required by C7.4: Council it should be authorised by C7.1: VCEG prior to submission through ICG and ISG.
Where an expected underspend exists on a project, if the Project Manager or Group wishes to utilise the underspend on new related expenditure not included in the original appraisal then a RRFA is required to obtain such authorisation. The authorisation levels required for this are calculated by considering the incremental spend that is required, but it should be noted that the ICG, or the appropriate committee must authorise all such proposed incremental expenditures.