Director, Governance, Legal and Performance
Date of Next Review
2.2.3 Roles and responsibilities
2.2.4 Integrated planning framework
2.2.5 Auxiliary planning processes
2.2.6 Devolution of responsibility
2.2.7 Continuous improvement of planning and management processes
QUT's Integrated Planning Framework seeks to align the objectives and work plan of all QUT business units to top-level institutional priorities. An integrated approach to planning increases organisational agility and transparency, empowering QUT’s ability to control its future and enhancing QUT’s success.
The Higher Education Standards Framework (Threshold Standards) 2021 require the University to demonstrate that “future directions in higher education have been determined, realistic performance targets have been established, progress against targets is monitored and action is taken to correct underperformance” (HESF A6.2.1b). Integrated planning activities play a major role in maintaining compliance with this standard.
Every faculty and division (and/or constituent elements) completes an annual plan.
University Academic Board
|Finance and Planning Committee||
|University Executive Committee||
|Vice-Chancellor and President||
Deputy Vice-Chancellor and Vice-President (International and External Relations),
|Vice-President (Administration) and University Registrar||
|Chief Financial Officer||
|Director, Governance, Legal and Performance||
The Integrated Planning Framework defines planning activity across three tiers:
QUT Strategic Plan
QUT’s Blueprint clearly articulates its vision - the university for the real world - and purpose - to provide transformative education and research relevant to our communities.
The Blueprint is typically updated on a 3-5-year cycle.
QUT Foundational Plans
- The Academic Plan is a University-wide planning document that “activates” the QUT Blueprint by defining academic objectives across the foundational areas of learning and teaching, research, international and Indigenous Australians.
- The Enabling Plan is a University-wide planning document that supports achievement of the academic priorities defined in the QUT Blueprint and the Academic Plan by defining objectives across the four key areas of services, digital business, physical infrastructure and space, and engagement.
The Academic Plan and the Enabling Plan are typically updated on a 3-5-year cycle, consistent with the QUT Blueprint.
QUT Operational Plans
Faculty and portfolio plans articulate detailed planned actions relevant to an organisational unit that are actionable within the planning window and define appropriate measures that allow progress and achievement to be reported. Plans are typically updated annually but may include planned activity over a 3-5-year period.
Faculty plans primarily contribute to the achievement of academic priorities defined in the QUT Blueprint and the Academic Plan, within the parameters of the Planning Statement.
Portfolio plans primarily support achievement of academic priorities identified in faculty plans but may also directly address opportunities within the core expertise of the area to support priorities in the QUT Blueprint or the Foundational Plans, within the parameters of the Planning Statement.
Faculty and portfolio plans include proposals to fund strategic initiatives.
A Planning Statement is developed annually through the Vice-Chancellor’s Strategic Planning Forum to provide focus to the planning process and to adapt existing University-level strategy to the current operating context. Faculty and portfolio plans also include scope for planned activity that is specific to the area.
The Integrated Planning Framework is supported by auxiliary planning processes.
Strategic initiatives in alignment with the aspirations of the QUT Blueprint may be identified through the integrated planning process. Funding for strategic initiatives is subject to approval by the Vice-Chancellor and President.
Risk management contributes to the achievement of the University's objectives and priorities through effective management of areas of uncertainty. The Risk Management Framework (A/2.5) outlines how faculties and portfolios evaluate risks and opportunities and include appropriate responses in relevant plans.
Faculties and portfolios prepare budgets to support planned actions and submit to the Chief Financial Officer for review and consolidation into the University’s budgeting process.
Key Performance Indicator reporting
Governance, Legal and Performance (GLP) prepares quarterly reports on QUT's institutional key performance indicators (KPIs) providing ongoing feedback on the University's performance and achievement of its vision and goals. Faculties and portfolios use regular KPI reporting to evaluate progress against planned actions and measure impact, and to inform ongoing review, evaluation and adaptation of plans throughout the annual cycle.
Faculties and portfolios provide annual reports on progress against approved plans to:
- inform management on performance against planned actions, and
- provide relevant feedback on institutional KPIs for inclusion in the QUT Annual Report.
Annual reporting by faculty and portfolio management may indicate a need to adapt or contextualise University-level priorities, which may inform updates to the QUT Blueprint, Foundational Plans or Annual Planning Statement.
Academic Area Reviews
In the context of integrated academic planning, reviews provide a mechanism to check the progress and ongoing alignment of plans and affirm or adapt the overarching direction of an academic area, including with regard to developments outside the University. QUT’s annual review model aligns with the planning and quality frameworks and leverages the mandatory external reviews of corporate and academic governance specified in the Higher Education Standards Framework. They continue to be an important source of continuous and quality improvement activities.
Performance Planning and Review (PPR)
Individual staff are encouraged and supported to develop and achieve their own aspirations within the context of personal goals and QUT’s Blueprint, Foundational Plans and faculty and portfolio plans (Performance, promotion and probation B/9).
Managers are given a high degree of flexibility in decision-making within the parameters of approved plans, University policies and procedures, and allocated budgets. 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.
The University is committed to the ongoing review and continuous improvement of its planning and management processes. Integrated planning processes are included in regular independent reviews of corporate and academic governance (A/2.4). In addition, the Vice-Chancellor and President annually seeks advice from University Executive Committee on incremental process improvements.
Refer to Register of Authorities and Delegations (C045, C047) (QUT staff access only).
MOPP A/2.4 QUT Quality and Standards Framework
MOPP A/2.5 Risk management
MOPP G/4.1 Budget
Academic Plan (QUT staff access only)
Enabling Plan (QUT staff access only)
|20.04.21||A/2.2.5||Director, Governance, Legal and Performance||Added section on Academic Area Reviews as result of rescinding of A/2.3 Corporate Reviews Framework arising from Repositioning QUT for a post-COVID world organisational change – effective 31.01.21|
|10.12.20||All||Council||Revised and modernised policy|
|12.06.20||All||Director, Planning, Reviews and Quality||Administrative amendments to align with organisational change|
|30.07.15||All||Executive Director, Finance and Resource Planning||Revised policy to reflect current practice|
|06.07.14||A/2.2.4||Executive Director, Finance and Resource Planning||Policy revised to embed the Project Proposal Framework|
|20.10.10||All||Council||Policy revised to incorporate changes to University planning framework|
|20.08.08||All||Council||Revised policy (endorsed by Planning and Resources Committee 06.08.08 and Vice-Chancellor's Advisory Committee 16.07.08)|
|25.02.05||A/2.2.2, A/2.2.3, A/2.2.4, A/2.2.6, A/2.2.9||Executive Director, Finance and Resource Planning||Minor editorial changes (consistent with current approved processes)|
|21.07.04||A/2.2.9||Council||Approved new top-level plans (Learning and Teaching, Research and Innovation, People and Culture, Finance and Infrastructure)|
|13.11.03||All||Planning and Resources Committee of Council||Revised planning framework; re-numbered and re-located to MOPP A/2.2 (previously MOPP A/7)|
|15.7.1998||A/2.2.9||Council||Approved top-level and support strategic plans (1999-2003)|