Manual of Policies and Procedures

A/2.2 University Integrated Planning Framework

Contact Officer

Director, Governance, Legal and Performance

Approval Date

10/12/2020

Approval Authority

Council

Date of Next Review

01/12/2023

2.2.1 Purpose
2.2.2 Application
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
2.2.8 Delegations
Related Documents
Modification History

2.2.1 Purpose

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.

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2.2.2 Application

Every faculty and division (and/or constituent elements) completes an annual plan.

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2.2.3 Roles and responsibilities

Position Responsibility

Council

  • provides input into the development of the University’s strategy and approves the QUT Blueprint following endorsement by relevant committees
  • monitors implementation of strategic plans through the QUT Annual Report and Corporate Performance Reports
  • approves the Integrated Planning Framework

University Academic Board

  • provides academic governance to QUT’s integrated academic planning activities, including the Academic Plan and the Enabling Plan (the Foundational Plans)
Finance and Planning Committee
  • provides advice on the development of the Integrated Planning Framework
  • provides advice to Council on planning issues
  • recommends to Council the University plan and priorities
  • monitors performance against corporate key performance indicators
University Executive Committee
  • provides advice to the Vice-Chancellor and President on the development and review of strategic direction, and on its implementation within the University through strategic and operational planning and major initiatives
  • monitors the extent to which the University is achieving its key performance indicators
Vice-Chancellor and President
  • develops University strategy in consultation with Council and University Executive Committee
  • leads annual strategic planning forum
  • approves the Academic Plan and the Enabling Plan (the Foundational Plans)
Provost
  • leads the development of the Academic Plan
  • approves faculty plans

Deputy Vice-Chancellor and Vice-President (International and External Relations),
Deputy Vice-Chancellor and Vice-President (Education),
Deputy Vice-Chancellor and Vice-President (Research), Pro Vice-Chancellor (Indigenous Strategy)

  • develops section of the Academic Plan relevant to operational area
  • monitors progress against the objectives and strategies of the Academic Plan for relevant operational area
Vice-President (Administration) and University Registrar
  • leads the development of the Enabling Plan
  • approves all portfolio plans
  • approves procedures and guidelines on integrated planning made under this policy
Chief Financial Officer
  • reviews faculty and portfolio budgets for consolidation into the University budget
  • develops a financial framework supporting achievement of QUT’s strategy
Executive deans
  • develop, implement, monitor and report on relevant faculty plan, undertaking appropriate consultation and ensuring alignment with the Academic Plan and the QUT Blueprint
  • contribute to development of the Academic Plan
Portfolio heads
  • develop, implement, monitor and report on relevant portfolio plan, undertaking appropriate consultation and ensuring alignment with faculty plans, the Enabling Plan and the QUT Blueprint
  • contribute to development of the Enabling Plan
Director, Governance, Legal and Performance
  • coordinates (and facilitates where necessary) the integrated planning process
  • coordinates (and facilitates where necessary) annual reporting on progress against approved plans

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2.2.4 Integrated planning framework

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.

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2.2.5 Auxiliary planning processes

The Integrated Planning Framework is supported by auxiliary planning processes.

Strategic initiatives

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

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.

Budget management

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.

Annual reporting

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).

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2.2.6 Devolution of responsibility

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.

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2.2.7 Continuous improvement of integrated planning processes

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.

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2.2.8 Delegations

Refer to Register of Authorities and Delegations (C045, C047) (QUT staff access only).

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Related Documents

MOPP A/2.3 Corporate Reviews Framework

MOPP A/2.4 QUT Quality and Standards Framework

MOPP A/2.5 Risk management

MOPP G/4.1 Budget

QUT Blueprint

Academic Plan (QUT staff access only)

Enabling Plan (QUT staff access only)

Higher Education Standards Framework 2021

Financial Accountability Act 2009

Voluntary Code of Best Practice for the Governance of Australian Public Universities (Universities Australia)

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Modification History

Date Sections Source Details
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)

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