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A/2.2 University Planning Framework |
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2.2.1 Planning and management principles 2.2.1 Planning and management principlesQUT's strategic planning and management is based on the following principles a) strategic planning directed towards the attainment of the University's vision and goals. The University operates a strategic planning cycle which involves three major levels as follows
b) risk management which contributes to the achievement of the University's corporate objectives through processes, structures and culture that is directed towards effective management of potential opportunities and adverse effects (A/2.5) c) resource management to ensure that resources are applied effectively and utilised efficiently in executing the University's strategic plans d) accountability via reporting on plan outcomes (see A/2.2.7 below) and the review of organisational units (A/2.3) e) devolution of responsibility within the framework of approved plans (see A/2.2.8 below) f) continuous improvement of planning and management processes (see A/2.2.9 below).2.2.2 ResponsibilitiesCouncil Council approves the QUT Institutional Plan following endorsement by relevant committees. Vice-Chancellor The Vice-Chancellor develops the QUT IP and is responsible for faculty, division and institute planning. The Vice-Chancellor will regularly seek advice from Planning and Resources Committee and Vice-Chancellor's Advisory Committee in the execution of this responsibility. Executive deans of faculty / heads of division / institute directors Executive deans of faculty / heads of division / institute directors are responsible for leadership and management of their organisational areas, including
Executive deans of faculty / heads of divisions / institute directors also are responsible for reporting annually on achievement of faculty, division and institute plans. Executive Director, Finance and Resource Planning The Executive Director, Finance and Resource Planning coordinates an annual report on the Institutional Plan each calendar year, which informs the QUT Annual Report (A/2.2.7). Senior managers Managers at all levels are accountable for risk management in accordance with the University's risk management policy (see A/2.5 ).2.2.3 QUT Institutional PlanInstitutional planning occurs every five years, or more frequently if required. It is led by the Vice-Chancellor with the active participation of Council, Planning and Resources Committee and the Vice-Chancellor's Advisory Committee. The process is informed by a comprehensive assessment of the University's future external and internal environments and relies on consultation with staff and other stakeholders. The resultant QUT Institutional Plan sets the overall long-term direction for the University as a whole and articulates major University-level priorities, strategies and targets. 2.2.4 Faculty, division and institute planning and budgetingFaculty, division and institute planning and budgeting processes involve the following steps
A detailed Planning Timetable, issued at the beginning of each year, provides the key actions and dates for the planning and budgeting process in that year. The usual sequence for the key actions in the process is detailed on the Planning and Budget website. Policies and procedures relating to the University's budgeting process are in G/4.1 and the Financial Management Practice and Procedures Manual. 2.2.5 Individual staff performance planning and reviewIndividual staff actively participate in planning processes within their organisational unit. Faculty / division / institute planning is also inter-related to individual staff performance and review activities. Staff should pursue performance and development paths consistent with the direction of their faculty, division or institute as articulated in the relevant plans and this is formalised through performance planning and review processes (see B/9). 2.2.6 Accountability and reportingAnnual reporting The Marketing and Communication Department produces the QUT Annual Report, which gives an overview of QUT and its operations for each calendar year (see F/4.1). The Executive Director, Finance and Resource Planning coordinates an annual report on the Institutional Plan each calendar year which informs the QUT Annual Report. Following consideration of the annual report by Planning and Resources Committee and Council early the following year, the University-level priorities, strategies and targets may be reviewed or updated as required, by mid-year, in order to inform the next planning cycle of faculties, divisions and institutes. Faculties, divisions and institutes provide a formal annual report at the end of each calendar year, building on the progress report provided to the Vice-Chancellor in the planning meeting (see A/2.2.4 above). These reports are provided to the Vice-Chancellor’s Advisory Committee, inform the QUT Annual Report and any review of the institutional plan. Reporting on key performance indicators QUT's key performance indicators (KPIs) provide ongoing feedback on the University's achievement of its vision and goals and are widely used for communicating the University's performance externally, for example to the Queensland Parliament through the QUT Annual Report. Progress reports on KPIs are regularly provided to Vice-Chancellor's Advisory Committee, Planning and Resources Committee, and Council. Further information may be obtained from the Division of Finance and Resource Planning (Planning and Budget website). Evaluation of strategic planning processes A comprehensive evaluation of the efficiency and effectiveness of the University's strategic planning processes and the appropriateness of the results achieved is conducted regularly through the corporate reviews system (A/2.3).2.2.7 Devolution of responsibilityWithin the framework of approved plans, University policies and procedures, and allocated budgets, managers are given a high degree of flexibility in decision-making. This devolution of responsibility recognises that managers are responsible for management of risks and the achievement of plans in an often dynamic environment and that operational management decisions are most appropriately made at the organisational unit level. 2.2.8 Continuous improvement of planning and management processesThe University is committed to the ongoing review and continuous improvement of its planning and management processes. This is provided through a thorough review of processes at least every five years. In addition, each year the Vice-Chancellor seeks advice from Vice-Chancellor's Advisory Committee on potential improvements. Major changes to processes are subject to approval through Planning and Resources Committee and Council. 2.2.9 Approval processInstitutional Plan
Faculty / division / institute plans and one-year operational plan
Related DocumentsMOPP A/2.3 Corporate reviews MOPP A/2.5 Risk management policy MOPP G/4.1 Budget Modification History
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