- Finance Explained
- About us
- Financial operations
- Procurement Services
- Financial regulations and policies
- Capital planning and project authorisation
- Financial planning, management and reporting
- Financial Statements
- Internal and external audit
- Student Finance
- Finance and Procurement training
- 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
C7.3: Infrastructure Strategy Group
All projects above £500k need to be authorised by the Infrastructure Strategy Group (ISG).
The Infrastructure Strategy Group (ISG) will consider the same issues as the ICG, however, they will rely on the earlier work performed by the ICG and will tend to consider the strategic and longer term impacts of the matters below:
- Planning – are projects committed to in the planning process coming forward for authorisation as expected (timetable, funding requirements, key deliverables)?
- Funding – does the Infrastructure Fund have the resources expected, is it able to sustain the current and expected levels of activity or are further resources available such that projects rejected during the planning process may now be included in the Infrastructure programme.
- Monitoring – are authorised projects progressing as expected, are they on time, to budget and expected to provide the key deliverables, are revised authorisations required, does the Project Manager need to explain performance?
- Monitoring / planning – is the phasing of resource use (especially funding) as expected? Does the phasing need revisiting and what is the impact on the Infrastructure Programme and the wider University?
- Post project appraisal / evaluation – what projects are coming up for review, what conclusions can be drawn and are the key deliverables being achieved?
Strategy – is the overall Infrastructure Programme delivering the University’s strategy, in what areas is it over performing and where is it underperforming, and how can this be addressed?
- Fundraising – what opportunities for fundraising are arising from the Infrastructure Programme, are these opportunities being taken, and how is performance against current fundraising initiatives?
- Procurement – are projects utilising the procurement tools of the University, both on an individual project basis and as an overall
- Infrastructure Programme basis?
- Reporting – what matters need reporting to the VCEG and C7.4: Council? Are they being so reported?
In addition the ISG will also consider and control:
- The internal and external communication of the Infrastructure Strategy to the University community, local and regional stakeholders.
- The stewardship of major (in excess of £2million) projects.
The ISG when authorising a projects will consider:
- Does the project provide best value in the use of University resources?
- Is the project consistent with the sponsoring college’s / service’s and the University’s strategic outputs?
- Is the funding and management capacity available to see the project through to completion?
- Is the project, including its impact, financially sustainable?
- Are the project risks appropriately managed such that no material adverse consequences may arise to the University?
- Is the project consistent with the longer-term vision of both the Infrastructure and the University Strategies?
The ISG has three possible options for action following the above considerations:
- Authorise a project.
- Refer the project back to the appropriate point in the process, highlighting the matters of concern.
- Reject a project.