Manual of Policies and Procedures

A/2.3 Corporate Reviews Framework

Contact Officer

Director, Strategic Intelligence, Chancellery

Approval Date

03/12/2014

Approval Authority

Council

Date of Next Review

01/12/2017

2.3.1 Policy principles
2.3.2 Application and purpose
2.3.3 Roles and responsibilities
2.3.4 Corporate reviews framework
2.3.5 Corporate reviews system
2.3.6 Reporting of the corporate review outcomes
Related Documents
Modification History

2.3.1 Policy principles

Corporate reviews are an important part of the University’s organisational improvement strategy.  Reviews evaluate institutional performance, ensuring that outcomes support the directions of the University as articulated in the QUT Blueprint, and that they are responsive to internal and external influences.  Reviews function as a rolling program and normally operate on a five-yearly cycle.  Each Faculty and Division (and/or constituent elements) of QUT are normally reviewed once during each cycle.  Interdisciplinary and thematic reviews are also commissioned on a needs basis.  Such reviews are normally the responsibility of more than one organisational area.  These may include business process improvement (BPI) reviews that have University-wide implications or relevance.

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2.3.2 Application and purpose

The outcomes of corporate organisational, interdisciplinary, and thematic reviews are designed to support and guide the organisational improvement efforts and service effectiveness of the University.  The review process promotes continuous improvement across the institution and provides an opportunity for organisational areas to identify, in partnership with the review panel, opportunities for enhancing existing quality assurance structures and systems.

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2.3.3 Roles and responsibilities

All corporate reviews are approved and scheduled by Planning and Resources Committee and administered by the Strategic Intelligence Unit. All corporate reviews are listed in the Corporate Reviews Schedule, which is reviewed annually by the Vice-Chancellor. Review panels are approved by Planning and Resources Committee or executively by the Vice-Chancellor, as appropriate. The terms of reference for each review are approved by Planning and Resources Committee or executively by the Vice-Chancellor, as appropriate. Terms of reference for Institute reviews are governed by the review criteria specified in the QUT Research Structures Criteria and Operating Guidelines.

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2.3.4 Corporate reviews framework

There are five essential principles that underpin the Corporate Reviews Framework as follows:

(i) Corporate reviews are a critical source of evidence and promote robust and effective internal continuous improvement.

(ii) While corporate reviews include an important quality monitoring aspect, their approach is flexible and tailored in order to assist the institution and organisational area to enhance their strategies, services and provisions.  This is reflected in the review’s terms of reference, which are developed considering the priorities, strategies, and targets set out in the QUT Blueprint.  Reviews facilitate robust discussion at relevant University committees, as they are designed to encapsulate institutional priorities as articulated in the QUT Blueprint and the University’s responsiveness to external influences.

(iii) The corporate reviews system affords an organisational area the opportunity to contribute to the development of the review panel’s agenda by means of a self-assessment report (A/2.3.5) supported by institutional evidence, including strategic statistics and benchmarking data (where relevant). This report allows an organisational area to identify opportunities and issues that it may wish to explore with the review panel.

(iv) For organisational area reviews, in order to rationalise effort and to assist in Faculty/Division planning, the Corporate Review Schedule should, where relevant and feasible, align with the timetable for accreditation by professional and statutory bodies.  Assessment for commissioning corporate reviews includes, but is not limited to, consideration of:

  • The organisational area level more likely to have a strategic focus
  • Priority areas requiring investigation that have been identified on the QUT Corporate Risk Register or through other institutional evidence
  • An organisational area’s performance
  • Size (staff and student numbers), client base, professional offerings, and cross-disciplinarity
  • Cross-area collaboration and complementary service offerings
  • Responsiveness to the challenges and opportunities that emerge from sector policy, funding, and performance schemes
  • Opportunities to benchmark across comparative areas internal and external to the University.

(v) The review panel will normally include:

  • One member with recent experience in a senior academic or professional position, nominated by Council, as Chair
  • A Deputy Vice-Chancellor, Head of Division, or Executive Dean of Faculty nominated by the Vice-Chancellor
  • One or two distinguished external members drawn from the academic or professional community
  • A Secretary to the review panel nominated by the Strategic Intelligence Unit, usually the Corporate Reviews Officer.

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2.3.5 Corporate reviews system

The organisational area is required to submit a short self-assessment report including an action plan, as appropriate, which is supported by institutional evidence including strategic statistics and relevant benchmarking data.  Where appropriate, self-assessment will be tailored for interdisciplinary and thematic review activity. The internal self-assessment procedure is detailed further in the Guidelines for internal self-review available from the Strategic Intelligence Unit.

The five main stages of the corporate reviews system are then followed:

  1. Scrutiny of the self-assessment report, action plan, and supporting documentary evidence by the review panel. This includes written submissions sought from the University community.
  2. An external site visit by the review panel, normally for a period not exceeding three working days, where interviews with members of the University community (including students and external stakeholders) take place.
  3. Production of a corporate review report, which provides an executive summary of the good practice and areas with scope for improvement which the review panel has identified. Approximately four weeks after the site visit, limited circulation of the draft review report occurs, allowing for the identification of any errors of fact.
  4. Development of an implementation plan, which outlines proposed actions taken in response to the recommendations, appropriate measures and alignment with the QUT Blueprint, responsibilities, and a timetable for implementation.
  5. Consideration and endorsement of the final corporate review report and implementation plan by Planning and Resources Committee, and other relevant University committees, as appropriate.

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2.3.6 Reporting of the corporate review outcomes

In accordance with the Corporate Reviews Framework, reporting responsibilities of corporate review outcomes are as follows:

Planning and Resources Committee (A/3.5)

  • Considers and endorses the final corporate review report
  • Considers and endorses the draft implementation plan for submission to Council
  • Considers and endorses the annual summary and related progress reports. The annual progress reports provide the progress made in relation to actions articulated in each of the final implementation plans for corporate reviews conducted in the prior year. Additional progress reports may be requested by Planning and Resources Committee from responsible officers until all review recommendations have been fully implemented or integrated in planning activities. Review progress on individual actions may be devolved to relevant University committees as required.

Council

  • Considers and endorses the outcomes presented in the final corporate review report (executive summary and consolidated list of commendations, affirmations, and recommendations). The review report's executive summary may be submitted to Council in the first instance, followed by the final implementation plan at a subsequent meeting
  • Considers and approves the final implementation plan
  • Notes the annual report outcomes from the Planning and Resources Committee on the implementation of post-review actions.

The Strategic Intelligence Unit is responsible for the coordination of all corporate review documentation to the Planning and Resources Committee, or other delegated University committees.

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Related Documents

MOPP A/2.2 University planning framework

MOPP A/2.4 University quality framework

MOPP A/3.5 Planning and Resources Committee

MOPP D/1.2 Research structures

Higher Education Standards Framework (Threshold Standards) 2015

Tertiary Education Quality and Standards Agency

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Modification History

Date Sections Source Details
03.12.14 All Council Revised policy to reflect organisational changes to Strategic Intelligence Unit
07.08.13 All Council Revised policy
05.01.10 A/2.3.5 Acting Vice-Chancellor Minor amendment to clarify external membership categories on review panels
15.10.08 All Council Revised policy (endorsed by Planning and Resources Committee 07.10.08 and Vice-Chancellor’s Advisory Committee 16.07.08)
13.11.03 All Planning and Resources Committee Revised policy; re-numbered and re-located to MOPP A/2.3 (previously MOPP A/7.8)
11.12.02

All

Council Revised policy
4.10.00 A/2.3.5 Planning and Resources Committee Approved replacement of the position of Pro-Vice-Chancellor (Planning and Resources) with position of a Pro-Vice-Chancellor, Registrar, Dean of Faculty or Head of Division nominated by the Vice-Chancellor, effective until the end of 2001; Revised membership of review panels to include new Executive Director, Finance and Resource Planning
11.8.98

All

Planning and Resources Committee Revised guidelines for the conduct of faculty/division reviews; revised schedule of reviews

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