A senior leader at the University, I work closely with the Director of Governance and Assurance to oversee the delivery of key components of the directorate and to support broader strategic development and planning. Specifically, I am responsible for the development, oversight, and integration of the following service lines, leading a team of Associate Directors in the following areas: • Governance and Executive Services • Risk Management, Assurance, Policy Management, and Statutory Compliance• Regulatory Compliance • Operational Resilience.My role ensures that these functions are integrated appropriately and that a common ethos is adopted of protecting the University’s interests while allowing for innovation, growth, and the achievement of institutional objectives. I also play a leading role in developing the broader mechanisms that serve the provision of assurance and enhance the university-wide assurance framework coverage. I also work closely with and deputise for the Director on the wider delivery of the Governance and Assurance portfolio (cyber resilience, information security and health and safety) and deputise where required internally and externally, on key university committees and broader strategic initiatives.

I led the Risk Management and Assurance function within the wider Governance and Assurance directorate. In doing so, I operated with a significant degree of autonomy within a large, research intensive university. Having designed, developed and implemented the University's Risk Management Framework and overseen the university wide Assurance Framework, I was fully accountable for my actions, decisions and approaches. Working directly with the University Executive Board, committees, and reporting directly to governors, I had significant university-wide visibility as the accountable owner for, and champion of, the Institution’s approach to risk management, assurance, and associated processes and practices. Designed and implemented Risk Management, Policy Management, and Assurance Frameworks across University of Nottingham.Worked directly with the University Executive Board, sub-committees, I was the accountable owner for, and champion of, the Institution’s approach to risk management and assurance.Designed and implemented an escalation / de-escalation risk reporting approach to align with existing governance reporting structures and to enhance business planning, performance reviews and inform operational and strategic decision-making.Led workshops to increase knowledge, skills and awareness of key risk management principles across the University. Also facilitated workshops to support the consideration and generation of risks and present key risk themes to Faculty and Departmental Executive Teams and UEB.Ensure effective communication and alignment in practice across substantial operational, project change and portfolio areas.

Institutional lead for risk management reporting, practice and culture, having led the design and implementation of a Risk Management Framework across NTU. As the organisational lead for risk management, a key part of my role was to provide assurance relating to the effective management and reporting of strategic and institutional risks to the University Executive Team, Audit and Risk Management Committee and Board of Governors. Working with a plethora of internal and external stakeholders I oversaw key management and governance processes to drive the effective identification, assessment, reporting and escalation of risks across 8 schools, 20+ strategic change initiatives and 25+ professional service departments and thematic portfolio areas.I also led NTU’s incident management and business continuity planning, developing, implementing and overseeing new organisational approaches, policies and processes which were scenario tested and reviewed regularly. I acted as the Institutional partnership lead with local agencies, public bodies, Local Authorities and within the Local Resilience Forum, most notably during the Covid pandemic. Covid incident, response and continuity plans developed by me and my team were highlighted as sector ‘best practice’ within a 2020 Covid reporting publication by the Department for Education. Within this role I also oversaw processes relating to NTU regulatory compliance and reporting to the Office for Students and Department for Education.

Established a new partnership function for NTU and managed a team of Planning Business Partners, providing an effective link between colleges, departments and the central strategic intelligence planning unit. Building on the University strategy, my role supported colleges and schools to develop local five-year strategies, with associated delivery plans. I was also responsible for managing and leading a number of key organisational processes including: • Integrated approach to organisational and operational risk, incident and business continuity management and reporting to the Board of Governors• Strategic KPIs and their reporting to the Board of Governors• Biannual integrated college and professional service planning and review processes• Implementation and refinement of the University’s academic and financial planning processes• Cross-organisational projects and process reviews to support the delivery of the University’s strategic plan• Providing advice and briefings to the Executive Team, task groups and committees on specific strategic planning issues.

Translation of Organisational Strategy into tangible actions and positive outcomes across 5 key themes delivered through scoping, planning, leading delivery and management of effective programmes of change.Informed strategic decision-making at the University Executive Team (UET), leading 5 strategic business reviews and significant programmes of change, providing recommendations to the University Executive Team and managing the subsequent implementation of these to deliver sustainable business change and realise stated benefits. Reviews and subsequent change programmes led include: Timetabling, Examination Processing, Student Accommodation, Research Infrastructure and the provision of Academic Administration.Led the Organisation’s approach to risk management, ensuring strategic risks and mitigations are clearly identified, assessed, communicated and managed consistently at strategic and operational levels.Supported the production and management of UET-led Organisational Key Performance Indicators, strategic objectives and resulting actions via the production of quarterly and annual reports.

With a focus on achieving £154 million savings across the organisation, I managed and delivered a number of service efficiency and improvement projects to deliver cost savings or respond to external inspection. I supervised and line managed a number of staff assigned to the projects I was responsible for. Projects managed include:> Rationalisation of buildings and accommodation > Design and implementation of a new self-serve website> Review and improvement of the Deprivation of Liberty process> Improvements in coordination of hospital and NCC health services> Invest to save street lighting and highways improvements across the county

Management of:> Self-contained projects and workstreams up to the value of £400,000> Interdependencies, synergies, risks and issues across programmes internally> Workshops to key internal and external stakeholders to scope projects and establish timescales.> Production and quality assurance of PIDs, registers, highlight reports, communications and plans.> Reporting processes and milestones to track projects and programmes.

Work strategically across all departments to challenge service delivery processes and ensure that council service delivery meets government performance targets.Identify underperformance and create action plans with departmental representatives to improve performance incrementally. Liaise internally with council departments and externally, with public bodies, to share best practice and ensure that corporate processes are adhered to, with recommendations for performance improvements. Manage the Council's response to the organisational assessment, conducted by the Audit Commission. Produce and manage organisational responses to central and local government public policy consultations.

Line manage a team of Grant Officers to assess funding applications in accordance with Lottery and Exchequer funding policiesResponsibility for award and distribution of £3 million Exchequer funding and roll-out of new government-funded initiatives (e.g. free swimming)Lead and responsibility for internal audits to ensure compliance with National Audit Commission Authorise the award of contracts and subsequent release of grant payments to successful applicants, having ensured they are contractually compliant.

Performance Deliver Coordinator for newly implemented government contractsStrategic Policy Advisor to help shape the company’s strategic directionResearch Assistant / Bid Coordinator for the submission of funding proposals