Project Review Board

The Project Review Board (PRB) is tasked with the development and oversight of an annual program of capital investment across the University for the Property and Facilities (P&F). The capital program will include major (>$10 million), routine ($300K to $10 million) and minor (up to $300K) projects (see project categorisation matrix below), as well as other investments linked to the overall University and Investment Strategy.

The primary objective of the PRB is to assist the Chief Property Officer (CPO) (Chair), Deputy Vice-Chancellor (Academic) (DVCA), Deputy Vice-Chancellor (Research and Innovation) (DVCRI), Chief Financial Officer (CFO), Chief Information Officer (CIO), and Executive Director, Strategic Partnerships to:

Govern the management, development and delivery of capital projects in accordance with the approved budget, scope and schedule set out by the University.
Manage risks and issues and escalate to the Infrastructure Funding Group (IFG) / Senate as appropriate.
Endorse/approve project Gate Approval Requests and allocation of capital expenditure (capex) for projects moving through the gated process to the next stage of delivery to IFG (as required).
Endorse/approve procurement and contracting strategies, and transactional recommendations for projects moving through the gated process to the next stage of delivery to IFG (as required).
Provide direction to the project team and the subsequent projects in terms of strategy, stakeholder engagement, budget and variations.

Project Review Board Members

Name	Committee role	Substantive position
Andrew Brodie	Chair	Chief Property Officer
Gail Jukes	Member	Chief Financial Officer
Rowan Salt	Member	Chief Information Officer
Kris Ryan	Member	Deputy Vice-Chancellor (Academic)
Paul Bonnington	Member	Interim Deputy Vice-Chancellor (Research and Innovation)
Shannon Willoughby	Member	Executive Director, Strategic Partnerships (Government and Industry)
Jane Carr	Secretary	Senior Manager, Project Governance
Chris Mattes	Attendee	Director, Development and Project Delivery

Project Categorisation Matrix

	MINOR	ROUTINE	MAJOR
Capital Spend Threshold (Indicative, subject to risk profile)	Under $300,000	$300,000 - $10m	Greater than $10m
Environment / Heritage	Potential for minor impacts, Management plan needed	Potential major impacts requiring environmental/ heritage impact assessment	Environmental/heritage assessment requirement identified, potential for major impacts
Strategic Importance	Important to specific client/school	Critical to Faculty	Critical to UQ Senior Leadership Group
Architectural and/or Technical Complexity	Within UQ standards	Very technically complex	Very technically complex with multiple dependencies
Infrastructure Complexity	Services available with some augmentation	Services required	Services significantly lacking, in remote location
Business Continuity / Timeliness	Routine - Time sensitive	Critical to business continuity, timeline is critical	Critical impacts to business continuity and non-negotiable deadline
Political / Reputation	Potential for isolated UQ stakeholders / public concern	Inquiry from stakeholders, adverse local media attention, some public concern	Widespread concern from key stakeholders, sustained negative media attention, public outrage
Supply Chain	Utilise existing supply chain	Presence of suitable supply chain	Unknown / New supply chain Multiple main contracts and/or non UQ preferred
Scope / Complexity	Previously undertaken scope Replace existing systems / finishes Low risk work	Lower risk – previously attempted works	New Scope – High Complexity – High Risk
Teaching / Student Impact	Minimal public facing work	Business disruption	Critical go-live date to align with teaching and student dates

Project Sponsorship Guidelines

During the preparation of a Gate 0 submission, Faculties, Institutes and UQ Divisions are required to nominate a Project Sponsor and obtain their approval of the proposed Gate 0 application prior to submission to the P&F PMO. The level of project sponsorship for UQ Capital Works Projects is defined by the projects category, which is summarised below.

Projects <$300,000 (Minor Category) - Project Sponsor must be a:

UQ Senior Executive Team (USET) member; or
A Director of a Major Research Institue (ie. IMB, QBI, SMI, AIBN, SSR or QAAFI); or
A COO direct report (ie. CPO, CIO, CFO, etc)

Projects >$300,000 (Routine & Major Categories) - Project Sponsor must be a:

UQ Senior Executive Team (USET) member

If you require any assistance in identifying the appropriate Project Sponsor for your initiative, please contact the P&F PMO for advice.

PRB Submission Process

Project submissions for Gate 0, Gate 1 and Gate 3 must be submitted using the appropriate online or Microsoft Word form (see side menu for links), four weeks prior to the scheduled PRB meeting, as outlined in the PRB Key Dates table below.

Please note that the Project Sponsor as well as the P&F Business Interface Lead or P&F Project Manager (as appropriate) are required to present their submission to the PRB during the meeting. A 10-minute timeslot will be allocated for each submission. The PMO will inform the Project Sponsor of the time and date they are to attend the PRB meeting to present and a meeting invite will be issued.

PRB Key Dates

Submission Due Date	PRB Meeting Date	IFG Meeting Date
21 January 2025	29 January 2025	18 February 2025
21 February 2025	24 March 2025	9 April 2025
21 April 2025	20 May 2025	4 June 2025
9 June 2025	8 July 2025	30 July 2025
21 July 2025	19 August 2025	10 September 2025
6 October 2025	4 November 2025*	26 November 2025

* 4 November 2025: Last PRB meeting for 2025. PRB meetings will recommence in January 2026.

If you do not submit the project request prior to close of business on the cut-off date, your request will be reviewed in the following meeting.

Project Review Board

Project Review Board Members

Project Categorisation Matrix

Project Sponsorship Guidelines

PRB Submission Process

PRB Key Dates

Project Review Board

PRB Gate 0 Submission Template

PRB Gate 1 and Gate 3 Submission Templates