Content
University Planning Framework - Governing Policy
Responsible officer: Vice-Chancellor and President
Designated officer: Pro Vice-Chancellor (Corporate Services) and Chief Financial Officer
Approving authority: Council
Approval: C07/84, 28 August 2007
Last amended: 6 May 2011
Effective starting date: 7 May 2011
Policies replaced by this policy:
Related policies:
Due date for next review: 28 August 2012
Part A: Preliminary
1. Purpose of policy
The following policy is intended to enunciate the core requirements for University planning including development, approval, implementation, monitoring and review of University plans. The policy should be read in conjunction with the Quality – Governing Policy.
2. Application of policy
This policy applies to all staff, students and members of University decision-making or advisory bodies.
3. Definitions
In this policy the following definitions apply:
Consultation process means the provision of opportunity to contribute ideas and suggestions.
Cost centre manager means the most senior officer or member of staff responsible for the management of a faculty or a management or support service or administrative area or sub-section of which that is specifically identified for allocation of funding within the University’s budget framework.
Council means the governing body of the University of the Sunshine Coast.
Monitoring means systematic overview of the implementation of a University plan.
Organisational unit means a faculty or a management or support service or administrative area or sub-section of which that is specifically identified for allocation of funding within the University’s budget framework.
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 a plan for the operation of one or more organisational units (operational plan) or a performance and development plan for an individual staff member prepared as part of Performance Planning and Review but excludes the Master Plan of the University.
Part B: The Policy
4. Approach to University planning
4.1 The University will adopt a systematic approach to planning based on:
(a) development of action directed towards attainment of the University’s Mission and realisation of the University’s specified goals;
(b) effective risk and resource management strategies;
(c) effective accountability processes including reporting on plan outcomes; and
(d) continuous improvement of planning processes.
4.2 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.
Back to top
5. Planning framework
5.1 The University will have a planning framework comprising a hierarchy of cascading plans:
Tier 1: Strategic Plan
Tier 2: Top Level Plans
Tier 3: Operational Plans
Tier 4: Individual Staff Performance and Development Plans
5.2 Strategic, top level and operational plans should include goals, performance indicators, performance targets and timelines.
Back to top
5.3 Strategic Plan
5.3.1 The Strategic Plan sets the long-term direction of the University and articulates major University level prioritires. The Plan and any amendments to it must be approved by Council, 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.
5.3.2 The Vice-Chancellor and President is responsible to Council for initiating development, implementation, monitoring and review of the Strategic Plan and is accountable to Council for achievement of the Plan.
5.3.3 The Strategic Plan:
(a) will be developed through a consultative process involving key University bodies, relevant external stakeholder bodies (as determined by the Vice-Chancellorand President) and staff and students through their participation in any of the key University bodies;
(b) will identify key goals and strategies for pursuit of the University’s Mission over a specific period, usually five years;
(c) will identify through those goals and strategies the priorities for planning at all lower tiers;
(d) may include statements of values, context and other matters that underpin or contribute to the plan; and
(e) will be used to inform University budgeting.
5.3.4 Following approval of the Strategic Plan, the Vice-Chancellor and President will ensure that the Plan is presented for discussion by all key University bodies with a view to informing and guiding subsequent planning and budget decisions.
5.3.5 Performance against the Strategic Plan will be reported to Council on a regular basis throughout each year. In addition the University’s Annual Report will include a report on performance against the Strategic Plan.
5.4 Top level plans
5.4.1 Top level plans are second tier plans, the number and focus of which will be determined by Council from time to time, and such plans, and amendments to them, must be approved by Council, 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.
5.4.2 For each top level plan, the Vice-Chancellor and President will nominate a responsible officer who will be allocated responsibility for initiating development, implementation, monitoring and review of the plan. The responsible officer will be accountable to the Vice-Chancellor and President for those operational elements, while the Vice-Chancellor and President will be accountable to Council for achievement of the plan.
5.4.3 A top level plan:
(a) will have University-wide application;
(b) will be designed to elaborate on goals and strategies in the Strategic Plan in relation to a specified area of focus;
(c) will, for its specified area of focus, identify goals and strategies that address and expand on those given in the Strategic Plan;
(d) will be developed through a consultative process involving the Academic Board, Planning and Resources Committee, relevant other internal and external stakeholder bodies (as determined by the Vice-Chancellor and President), and staff and students through their participation in any of the aforementioned bodies;
(e) will identify through its goals and strategies the priorities for concerted University action in its area of focus; and
(f) will be used to inform University budgeting.
5.4.4 Following approval of a top level plan, the responsible officer will ensure that the plan is presented for discussion by all key University bodies with a view to informing and guiding subsequent planning and budget decisions.
5.4.5 Each year sponsors of each top level plan will be responsible for providing a report on performance against goals and targets to be included in the University’s Annual Report.
5.5 Review of the Strategic Plan and top level plans
5.5.1 During the lifespan of the Strategic Plan or a top level plan, there may be ad hoc reviews to adjust either the plan or the implementation processes.
5.5.2 Council and other University bodies with a stake in the Strategic Plan or a top level plan will be presented with a report on any changes arising from the ad hoc review and those changes will be widely publicised within the University community.
5.5.3 In the case of the Strategic Plan the Vice-Chancellor and President will ensure that a review of performance against the current Plan is undertaken before conclusion of the Plan’s lifespan, with a view to identifying strengths and weaknesses in performance and for informing development of the next iteration of the Plan. For top level plans the responsible officer will ensure the review of performance is undertaken to inform development of the next iteration of the plan.
5.6 Operational plans
5.6.1 Operational plans are third tier plans required for organisational units within the University and are approved by the Vice-Chancellorand President.
5.6.2 A cost centre manager will be allocated responsibility for initiating development of and implementing an operational plan and will be accountable for its achievement.
5.6.3 An operational plan:
(a) will apply to a specific organisational unit or a group of organisational units;
(b) will identify priority goals, objectives, strategies and actions for the organisational unit or units for a specific budget period;
(c) will be designed to result in:
(i) effective implementation of goals and strategies within the Strategic Plan and top level plans in relation to the purpose and role of the organisational unit or units
(ii) effective implementation of University policy as it pertains to the organisational unit or units
(iii) compliance with all external requirements affecting the operations of the unit or units;
(d) will be developed in association with periodic University budgeting processes;
(e) will be developed through a consultative process involving staff of the organisational unit or units, any relevant internal and external stakeholders as determined by the cost centre manager, and student representatives where appropriate; and
(f) may be adjusted over time in order to align plans with resource capacity or in light of other matters that may affect achievement of the plan, provided that the Vice-Chancellor and President approves the proposed adjustment of the plan.
5.6.4 The Vice-Chancellor and President may require that an operational plan will include specific goals or strategies or actions.
5.6.5 There will be at least annual meetings between the Vice-Chancellor and President, the Chief Financial Officer and the officers responsible for operational plans for the purpose of:
(a) identifying and reviewing progress and performance in achieving operational plan goals and targets within approved budgets; and
(b) identifying any weaknesses in or obstacles to implementation and performance with a view to adjusting the plan or the implementation processes.
5.6.6 Any proposed adjustment to an operational plan must be approved by the Vice-Chancellor and President and the revised plan must be made available to all relevant staff.
5.6.7 The officer responsible for each operational plan will:
(a) ensure that a review of performance against the plan is undertaken annually, with a view to identifying strengths and weaknesses in performance and for informing development of the next annual iteration of the plan; and
(b) report in writing annually to the Vice-Chancellor and President, through the Pro Vic-Chancellor (Corporate Services) and Chief Financial Officer, on performance towards achievement of the plan.
5.7. Individual staff performance and development plans
5.7.1 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) - Managerial Policy.
5.7.2 Staff performance and development plans should be designed to contribute to achievement of the Strategic Plan, relevant functional plans and the operational plan pertaining to the organisational unit within which a staff member is deployed.
5.7.3 Staff performance and development plans and achievement of those plans will be reviewed in accordance with the PPR Policy and procedures.
5.7.4 Aggregated and permanently de-identified data from staff members’ performance and development plans may be used by cost centre managers and Human Resources to inform University planning, e.g. for the purposes of planning staff development programs.
6. Records management
6.1 Effective systems will be in place for record-keeping and records management in relation to plans, their implementation, monitoring reports, review, and any revisions or amendments.
6.2 A register of University plans at tiers one to three will be maintained that records, at a minimum, the name of each plan (and subsequent iteration thereof), lifespan dates, latest date of approval, the position/s of the person/s with overall responsibility for development, implementation, monitoring and reporting performance, and review of the plan.
END
Back to top