Planning and Reporting Framework - Governing Policy

Accessibility links

Planning and Reporting Framework - Governing Policy

Breadcrumbs

Approval authority
Council
Responsible officer
Vice-Chancellor and President
Designated officer
Chief Operating Officer
First approved
28 August 2007
Last amended
18 December 2015
Effective start date
18 June 2013
Review date
18 June 2018
Status
Active
Related documents
Committee/Board Reviews and Self-Reviews - Managerial Policy
Faculty Reviews - Managerial Policy
Faculty Reviews - Procedures
Governance Framework - Governing Policy
Organisational Unit Reviews - Policy
Organisational Unit Reviews - Procedures
Performance Planning and Review (PPR) - Managerial Policy
Planning and Reporting Framework - Procedures
Related legislation / standards
Financial and Performance Management Standard 2009 (Qld)
Financial Accountability Act 2009 (Qld)

1. Purpose of policy

The following policy provides a framework to outline the core requirements for University planning including development, approval, implementation, monitoring and review of University plans.

2. Policy scope and application

This policy applies to all staff, students and members of University decision-making or advisory bodies.

3. Regulatory background

3.1 Under Section 61 of the Financial Accountability Act 2009 the University is required to undertake planning (including both strategic and operational plans) and budgeting for the University which is appropriate to its size.

3.2 In accordance with the requirements outlined in the Financial and Performance Management Standard 2009 the University must also have appropriate systems in place for evaluating the achievement of its objectives and services stated in these plans, and must report against this performance at least once every three months.

4. Definitions

Please refer to the University’s Glossary of Terms for policies and procedures. Terms and definitions identified below are specific to this policy and are critical to its effectiveness:

Consultation process means the provision of opportunity to contribute ideas and suggestions

Monitoring means systematic overview of the implementation of a University plan

University Plan means a plan that is the University’s Strategic Plan, or a University-wide thematic plan derived from the Strategic Plan (Top Level Plan), or the University’s Operational Plan, or a plan for the operation of one or more organisational units (action plan) or a performance and development plan for an individual staff member prepared as part of Performance Planning and Review.

5. Policy Statement

Through the establishment and maintenance of the Planning and Reporting Framework, the University will undertake strategic and operational planning to assist it to:

a. realise its vision and achieve its goals on an ongoing basis; and

b. effectively discharge its responsibilities in accordance with its legislative requirements.

6. Approach to University planning

6.1 The University will adopt a systematic approach to planning based on:

a. development of action directed towards the realisation of the University’s Vision and strategic priorities

b. effective risk and resource management strategies

c. effective accountability processes including reporting on plan outcomes and

d. continuous improvement of planning processes.

6.2 The University’s planning process will be led by the Vice-Chancellor and President with the participation of the Council, Academic Board, and Planning and Resources Committee, and will be informed by an assessment of the University’s internal and external environments and by consultation with staff and other stakeholders.

7. Planning and reporting framework

7.1 The University will have a planning and reporting framework comprising a hierarchy of plans cascading from the University’s Vision (refer Diagram 1):

Tier 1: Strategic Plan

Tier 2: Top Level Plans (and subsidiary support plans

Tier 3: Operational Plan and action plans

Tier 4: Individual Staff Performance Planning and Review plans

Diagram 1 – Planning and Reporting Framework

7.2 Different types of plans require different level of details but at a minimum strategic, top level and operational plans should include goals, performance indicators, performance targets and timelines.

7.3 The Strategic Plan

7.3.1 The Strategic Plan sets the long-term direction of the University and articulates major University level priorities.

7.3.2 The Strategic Plan and any amendments to it must be approved by Council (after review by the Planning and Resources Committee), except that minor amendments to correct omissions or inaccuracies may be approved by the Vice-Chancellor and President and reported to the next scheduled meeting of Council.

7.3.3 The Vice-Chancellor and President will ensure that reports are presented to Council on a regular basis throughout the year so that they can monitor the University’s performance against the Strategic Plan. This will include the Corporate Performance Reports and the University’s Annual Report.

7.3.4 The Vice-Chancellor and President will ensure that a review of the current Strategic Plan is undertaken before conclusion of the plan’s lifespan, with a view to identifying strengths and weaknesses in performance to inform development of the next iteration of the Plan.

7.4 Top Level Plans

7.4.1 Top Level Plans are second tier plans, the number and focus of which will be determined by Council from time to time, and the Vice-Chancellor and President will nominate a responsible officer (sponsor) for each Plan. Top Level Plans will complement and augment the Strategic Plan and should link strategy to operation.

7.4.2 Top Level Plans, and any amendments to them, must be approved by Council (after review by the Planning and Resources Committee), except that minor amendments to correct omissions or inaccuracies may be approved by the Vice-Chancellor and President and reported to the next scheduled meeting of Council.

7.4.3 The sponsors will ensure that reports are presented to Council on a regular basis throughout the year so that they can monitor the University’s performance against the Top Level Plans. This will include the Top Level Plan Performance Reports and the University’s Annual Report.

7.4.4 Each sponsor will ensure that a review of the relevant Top Level Plan is undertaken before conclusion of the Plan’s lifespan, with a view to identifying strengths and weaknesses in performance to inform development of the next iteration of strategic planning.

7.5 Support plans

7.5.1 Support plans are plans that are subsidiary to first and second tier plans, the number and focus of which may be determined by either Council or the Vice-Chancellor and President from time to time. These plans are generally University-wide plans which may be developed to articulate specific strategies or align resources to priorities, and the Vice-Chancellor and President will nominate a responsible officer for each Plan.

7.5.2 These plans may be approved by either Council or the Vice-Chancellor and President, as appropriate for each specific plan. Any amendments to them must be approved by the original approving authority, except that minor amendments to correct omissions or inaccuracies may be approved by the responsible officer and reported to the approving authority as soon as practicable.

7.5.3 The responsible officer will ensure that performance of each support plan is monitored in accordance with the requirements of the plan.

7.5.4 Each responsible officer will ensure that a review of the relevant support plan is undertaken before conclusion of the plan’s lifespan, with a view to identifying strengths and weaknesses in performance to inform development of the next iteration of the plan.

7.6 The University Operational Plan

7.6.1 The University’s Operational Plan is a third tier plan that outlines the key initiatives and targets for the University.

7.6.2 The University’s Operational Plan is approved by the Vice-Chancellor and President annually for the following financial year. Any amendments to it must be approved by the Vice-Chancellor and President, except that minor amendments to correct omissions or inaccuracies may be approved by the Pro Vice-Chancellor (Corporate Services) and reported to the Vice-Chancellor and President as soon as practicable.

7.6.3 During the lifespan of the University’s Operational Plan there will be ongoing monitoring to assess progress of the Plan’s implementation, as determined by the Vice-Chancellor and President. The Vice-Chancellor and President will be presented with a status report from this process, prepared by the Chief Operating Officer, and this report will be widely publicised within the University community.

7.6.4 The Chief Operating Officer will ensure that an annual review of the Operational Plan is undertaken before conclusion of the Plan’s lifespan, with a view to identifying strengths and weaknesses in performance to inform development of the next iteration of the Plan.

7.7 Cost centre action plans

7.7.1 Cost centre action plans are also third tier plans required for organisational units within the University, and outline the key initiatives and targets for that cost centre.

7.7.2 Action plans are approved by the individual responsible Executive member (Vice-Chancellor and President, Deputy Vice-Chancellor, Chief Operating Officer or Pro Vice-Chancellor) annually for the next financial year. Any amendments to the action plans must be approved by the responsible Executive member, except that minor amendments to correct omissions or inaccuracies may be approved by the cost centre manager and reported to the responsible Executive member as soon as practicable.

7.7.3 During the lifespan of an action plan, there should be ongoing monitoring to assess progress of the plan’s implementation, as determined by the individual responsible Executive member.

7.7.4 Each responsible Executive member will ensure that an annual review of the cost centre action plans are undertaken before conclusion of the plans’ lifespan, with a view to identifying strengths and weaknesses in performance to inform development of the next iteration of the plans.

7.8 Staff performance and development plans

Individual staff performance and development plans are fourth tier plans developed and reviewed as part of the University’s performance planning and review process in accordance with the Performance Planning and Review (PPR) Policy.

8. Authorities/Responsibilities

<![if !supportMisalignedColumns]><![endif]>

Plan Activity University Officer
Strategic and Top Level Plans Approve Strategic and Top Level Plans and amendments to the Plans Council
Approve minor amendments to correct omissions or inaccuracies to Strategic and Top Level Plans Vice-Chancellor & President
Monitor performance of Strategic and Top Level Plans Council
Present Corporate Performance Reports to Council on the Strategic Plan Vice-Chancellor & President
Prepare Top Level Plan Performance Reports for Council on Top Level Plans Plan sponsor
Conduct a review of the Strategic Plan prior to conclusion of the plan’s lifespan Vice-Chancellor & President
Conduct a review of the Top Level Plan prior to conclusion of the plan’s lifespan Plan sponsor
Support plans Approve support plans and amendments Council or Vice-Chancellor & President as appropriate (Approving body)
Approve minor amendments to correct omissions or inaccuracies to support plans Responsible officer
Monitor performance of support plans Approving body
Prepare performance reports Responsible officer
Conduct a review of the action plan prior to conclusion of the plan’s lifespan Responsible officer
Operational Plan Approve the Operational Plan and amendments to the Plan Vice-Chancellor & President
Approve minor amendments to correct omissions or inaccuracies to the Operational Plan Chief Operating Officer
Monitor performance of the Operational Plan Vice-Chancellor & President
Prepare Operational Plan Status Reports Chief Operating Officer
Conduct a review of the Operational Plan prior to conclusion of the Plan’s lifespan Chief Operating Officer
Cost centre action plans Approve cost centre action plans and amendments to the plans Responsible Executive member (Vice-Chancellor & President, Deputy Vice-Chancellor, Chief Operating Officer or Pro Vice-Chancellor as relevant)
Approve minor amendments to correct omissions or inaccuracies to action plans Cost centre manager
Monitor performance of action plans Responsible Executive member
Prepare action plan status reports if required by responsible Executive member Cost centre manager
Conduct a review of the action plan prior to conclusion of the plan’s lifespan Cost centre manager

END

Back to top

Searching {{model.SearchType}} for "{{model.Query}}" returned more than {{model.MaxResults}} results.
The top {{model.MaxResults}} of {{model.TotalItems}} are shown below, ordered by relevance ({{model.TotalSeconds}} seconds)

Searching {{model.SearchType}} for "{{model.Query}}" returned {{model.TotalItems}} results, ordered by relevance ({{model.TotalSeconds}} seconds)

Searching {{model.SearchType}} for "{{model.Query}}" returned no results.

No search results found for

{{model.ErrorMessage}}