Governance

Representation from across the partnership form the leadership and governance bodies responsible for overseeing the transformation programme.

UHI Court

The Regional Strategic Bodies’ board of governors, is responsible for the overall strategic direction and governance of the university, managing the functions of our tertiary institution in compliance with the Further and Higher Education (Scotland) Act 1992. Court will oversee the transformation programme from inception through to implementation.

Two boards, established in 2024, were created to provide a clear framework with defined objectives, roles and responsibilities.

They are:

Transition Oversight Board

The Transition Oversight Board includes UHI governors, independent representation, student and staff representatives, bringing diverse expertise from across the partnership. This group is responsible for steering and monitoring the development of the new operating model, making sure it aligns with UHI’s Strategic Plan 2030. Reporting to UHI Court, the board provides governance, tracks progress, manages risks, and ensures resources are used wisely while delivering both financial and non-financial benefits.

Transition Executive Board

The Transition Executive Board plays a key role in shaping UHI’s transformation programme by overseeing the development of the practical work through effective partnership engagement. The board membership includes the 11 principals from each institution ensuring all partner’s perspectives are considered. Reporting to the Transition Oversight Board, it is responsible for reviewing progress, approving workstreams and tracking financial and operational benefits.

Workstreams

To ensure clarity, accountability, and efficient progress of a more integrated partnership, four workstreams have been developed. These complementary workstreams will run in parallel and help the programme remain focused on objectives and priorities.

Constitutional change

Encompassing key aspects outlined in the route map, this workstream is centred on developing the Full Business Case. This includes addressing the necessary legal, financial and management due diligence, as well as establishing the required agreements to support the process.

Organisational change

To ensure progress aligns with the route map for transformation, this workstream will guide the development, planning and implementation of the agreed programme of change.

Academic affairs

Dedicated to creating cohesive approach to the review, planning, management and delivery of all aspects of academic activities across the partnership, this workstream will focus on learning and teaching, scholarship, research, and knowledge exchange, ensuring these areas work together seamlessly.

Culture change

To support a successful transition, we will initiate a culture change programme designed to foster a positive and enduring partnership-wide culture. This programme will focus on prioritising the health and wellbeing of staff while providing a solid foundation for effective change management with the aim to strengthen relationships and build a sense of belonging collaboratively and collectively.