This section sets out how the proposal is both achievable and can be delivered successfully; with effective leadership, the right governance arrangement and professionals driving the development within the University and across partners. An overview of the proposed delivery timeline is set out, working towards a completion date of Autumn 2022.
The University has considerable experience in major capital project delivery, including development of the National Composites Centre. Ongoing management of the building and programmes will fall within existing established faculty structures.
Major risks have been identified at this stage and mitigation measures outlined. The approach the University and partners take to active risk management will specify the roles and specific responsibilities in managing risk, as well as how risks are identified, assessed, addressed and escalated through the projects’ governance framework
5.1.2. Programme Management
The QTIC+ will form part of a wider programme to enable the University of Bristol to deliver its new Temple Quarter Enterprise Campus (TQEC) within the city’s Temple Quarter Enterprise Zone (TQEZ).
The campus itself is part of a City-wide aspiration to develop the Enterprise Zone.
Within the University, the development of QTIC+ and the wider Temple Quarter Enterprise Campus is governed by a Temple Quarter Programme Board (TQPB) chaired by the Deputy Vice-Chancellor (New Campus Development) as SRO, reporting to the University Management Team, by the Vice Chancellor and the University Board of Trustees.
The Governance framework uses Managing Successful Programmes (MSP) principles and sets out the decision-making routes for the sub programmes within the overall TQ Programme structure and sets out the responsibilities for each sub-programme and project board. The QTIC+ governance is overseen by the Research and Innovation sub-programme board that reports in to the TQ Programme Board.
The leaders of each of the programmes and sub-programme are set out below in Fig 2. This also shows how the programmes fit together and integrate to deliver the outcomes to the beneficiaries of the programmes.
Page 35 of 50 Figure 4: Temple Quarter Governance Structure
Figure 5: TQ Programme Operational Structure and Team
Page 36 of 50 5.1.3. Roles and Responsibilities of the Boards
Temple Quarter Programme Board – Will be the decision-making body for the whole of the TQ programme, it will have oversight of all the sub-programme and projects and will be responsible for ensuring that all facets of the programme are aligned with the strategy. The TQ programme board’s remit is:
• To own, to oversee the development of, and to monitor delivery of the University of Bristol’s Temple Quarter Programme. The Board will ensure that the programme is affordable, fits with the agreed vision, is in keeping with the University’s strategic objectives and targets the expected benefits.
• To initiate and oversee individual projects as required to achieve the programme objectives and to consider communications and stakeholder engagement, partnership and fund-raising opportunities.
• To approve budget allocations for programme and project activities, both capital and noncapital.
• To receive regular updates from the Programme Manager concerning progress and risk.
Where appropriate, the Board will approve budget allocations for projects and sub programmes to prevent schedule slippage and address risks to the success of the programme.
Within this remit, the UMT has delegated authority to the Board to:
• Approve spend of up to £5m capital and within the envelope of the agreed Programme budget
• Commission research for the benefit of the Programme, up to £100k.
It is within the Board’s remit and responsibility, to consider any implications linked to equality, diversity and inclusion when conducting its business, making decisions and agreeing actions.
The TQ Programme Board will comprise the following members:
• Senior Responsible Owner (Chair), Guy Orpen, DVC, New Campus Development
• Responsible Owner, Site Development (Deputy Chair), Robert Kerse, Chief Operating Officer
• Responsible Owner, Campus Operations, (Robert Kerse, Chief Operating Officer)
• Responsible Owner, Education & Skills, Sally Heslop, interim PVC Education
• Responsible Owner, Research & Innovation, Nishan Canagarajah, PVC Research
• Responsible Owner, Engagement (or nominee), Tom Sperlinger, Engagement Academic Lead
• DVC & Provost, Judith Squires
• Chair, TQ Capital Project, Board Barra Mac Ruairí, Chief Property Officer
• Registrar and Secretary, Lucinda Parr
• Student Representative, Shubham Singh, Postgraduate Education Officer
• Dean Faculty of Social Sciences & Law (or nominee), Paddy Ireland, Dean
• Dean, Faculty of Engineering (or nominee), Ian Bond, Dean
The following individuals are ‘in attendance’ at meetings of the Board (that is, they have the right to attend Board meetings, and to receive Board papers, but cannot vote):
Page 37 of 50
• TQ Head of Programme Delivery, Nicola Key TQ
• Programme Support Officer, Beth Oliver
• Philanthropy Workstream Lead, Steve O’Connor, Director of DARO
• Communications Workstream Lead, Julie Jupe, Dep. Director of Comms & Marketing
• Finance Workstream Lead, Mick Axtell, Deputy Chief Finance Officer
Research and Innovation Board – Will be the decision-making group responsible for the overall direction and management of the Research and Innovation programme as part of the Temple Quarter Campus Programme. The Research and Innovation Board’s remit is:
• To own, to oversee the development of, to monitor delivery of and authorise deviations from the University of Bristol’s Temple Quarter Research and Innovation Programme. The Board will ensure that the programme fits with the agreed vision for the Temple Quarter Enterprise Campus, is in keeping with the University’s strategic objectives and targets identified benefits.
• To own, to monitor and authorise expenditure from the Research and Innovation Programme budget. The Board will ensure that the budget is allocated and spent on activities that are aligned with, enabling of and delivering the strategic objectives, targets and benefits of the Temple Quarter Enterprise Campus.
• To identify and respond to research and innovation related funding opportunities related to TQEC, including capital funding sources for research and innovation infrastructure.
• Work with board members and other stakeholders to develop and agree a prioritised portfolio of projects and initiatives within their identified remit and to take responsibility for the delivery of projects and initiatives as approved by the TQ R&I Programme responsible owner.
• To initiate and oversee individual projects and initiatives as required to achieve the University research and innovation vision and objectives for TQEC and to consider communications, stakeholder engagement and partnership development
• To commission and approve research and innovation project initiation documents, business cases and project plans and to identify resources and funding required to deliver them
• To report on progress against the portfolio of agreed activity to the TQPB and liaising with and informing other TQ Boards and University committees/groups appropriate to their remit.
• To inform the Campus design to develop appropriate research spaces, provide world leading infrastructure, with the necessary service requirements, ensuring that the research and innovation related opportunities are realised, together with other sub-programme, workstreams and sub-programme boards.
• To identify and consider interdependencies with other TQ Boards and has responsibility for sharing and consulting on information, decisions and activities that could have value or relevance to other Boards.
• To monitor Risks, issues and dependencies related to the R+I Programme.
• To co-develop with relevant stakeholders, partners, and groups within and outside of the University on the R&I vision and plans for the TQ programme
• To establish, monitor and decommission Task and Finish Groups, Expert Working Groups and other task specific activities related to the Research and Innovation activities for the TQE, including, but not limited to, ethics, governance, partnerships, new research, equipment, facilities, talent, funding….,
Page 38 of 50 It is within the R&I Board’s remit and responsibility, to consider any implications linked to equality, diversity and inclusion when conducting its business, making decisions and agreeing actions fairly.
The R+I Board will normally comprise of the following members:
• Chair + RO (ex officio) Prof Nishan Canagarajah
• Lead Quantum Innovation Institute (ex officio), Prof Noah Linden
• Lead Digital Futures Institute (ex officio), Prof’s Dimitra Simeonidou and Susan Halford
• Lead Civic Futures Institute (ex officio), Prof Martin Parker
• Lead Future Opportunities (ex officio), Faculty of Engineering and Social Sciences and Law Research Directors
• Funding Workstream Lead, TBC
• Lead Experimentation Framework task & finish (ex officio), Prof Ian Craddock
• Lead Enterprise Partnerships Workstream (ex officio), Martin Sadler
• Senior Programme Manager (Facilities & Spaces Liaison) (ex officio), Mustafa Rampuri
• URI Representative Prof Kate Robson-Brown
The following individuals are ‘in attendance’ at meetings of the Committee/Group (that is, they have the right to attend Committee/Group meetings, and to receive Committee/Group papers, but cannot vote):
• Head of Programme Delivery, Nicola Key,
• Programme Support Officer, Beth Oliver
• R+I Senior Project Manager, James Clayton
• Others as agreed by the chair.
The delivery of the QTIC+ project will be overseen by the Research and Innovation sub-programme as shown in following Figure, note to enable effective management the Design Factory will be treated as a district project. The governance structure for full-scale operation will be developed during the pilot phase and scale-up, ensuring that the operation of the facility is agile, responsive to market needs and demands yet meets the obligations for accountability and state-aid compliance.
Figure 6: TQ Sub-Programme Governance for QTIC+ and Design Factory Establishment
Page 39 of 50 During establishment of the facility the QTIC+ Executive Board will report in to the TQ Research and Innovation Board. The Executive Board will have responsibility for enabling the delivery of the objectives and outcomes of QTIC+. It will be guided by an Advisory Board, ensuring that industrial partners and academics are fully involved in its design, delivery and operation. It will have a partnerships boards with responsibility for ensuring smooth partnership engagement and ensuring that the views of all the partners and users are accounted for in relevant decision making. It will have a Technology, Innovations and Operations committees who set the core programmes; identify capability gaps and seeking ways to address them; agree the facility master scheduling; track and monitor usage, outcomes and outputs of the centre. These boards and committees will look holistically at the QTIC and Design Factory Components that make up QTIC+ and feed respectively into the QTIC+ Executive Board. The governance model will be reviewed on an annual basis to ensure that it continues to be fit for purpose and evolve in a dynamic environment.
QTIC+ Executive Board – Will be responsible for the strategic direction, planning, management and operation of the QTIC+ facility. It will be responsible to the R+I board and will feed in as required to the TQ Programme Board. It will be responsible for:
• Agree the project mandate, PID and plans
• Authorise deviations from the plan and where necessary seek approval from the R+I board
• Monitor and agree review project plans
• Agree the project tolerances for time, quality and cost
• Receive Exception Reports and decide on next steps
• Receive updates from the Project Manager and resolve any escalated issues
• Approve the end of Project report and the lessons learned report.
• Review budgets and agree spend profiles and submission of reports and claims to the Combined Authority and LEP
• Will be responsible for the initiation of the QTIC+ operation and ensuring compliance with the Monitoring and evaluation framework.
The QTIC+ Executive Board will normally comprise of the following members:
• Nishan Canagarajah (Chair)
• Mustafa Rampuri (Programme Manager)
• Sean Shiels (Project Manager)
• TBC (QTIC+ CEO)
• TBC (QTIC Academic Lead)
• TBC (Design Factory Lead)
• TBC (Innovation and Skills lead)
• Matt Finch (Operations Manager)
• Tim Rose (Financial Controller)
• Ian Bond (Dean of Engineering)
• Paddy Ireland (Dean of Social Sciences and Law)
• TBC (Education and Skills Lead)
Page 40 of 50 5.1.4. Project Management
The construction project management and site development activities are undertaken by the University’s Estates Development team who are well experienced in the successful delivery of large scale, complex, capital building projects within technically challenging environments. The team includes professionally qualified Architects, Engineers and Building Surveyors, along with Clerks of Works, CDM Co-ordinators and Commissioning Engineers.
The project management approach provides a ‘turnkey’ service, from establishing the initial brief, developing the design and managing the: procurement, construction and handover of a completed, fully functioning facility, whilst ensuring value for money and environmental best practice.
Our project delivery system has been developed from industry best practice and uses a continuous improvement philosophy, which sees us deliver capital building projects and programmes in accordance with the industry leading RIBA Plan of Work, using the founding principles of the PRINCE2 project management and MSP programme management frameworks, alongside a body of specialist knowledge afforded by the chartered construction professionals in the team.
5.1.5. Expertise and Experience
The University of Bristol has experience from delivering phases 1 & 2 of the National Composites Centre (NCC). This includes management of the construction and fit out of the facility and initiating a management structure and operation. This resulted in successful delivery of the establishment for the NCC team, funders and partners. The in-house expertise is still available at the University and a
“lessons learnt” review has been conducted following the establishment of the NCC.
5.1.6. Resourcing
Appropriate resources have been provided to develop this project through the subsequent stages. In this respect, a more detailed business planning exercise will continue to be undertaken to ensure QTIC+ and the Design Factory are fit for purpose, agile and responsive to users’ needs and market conditions, and self-sustaining.