(1) This Annexure supports the implementation of the UNE Governance Framework Rule which specifies a tiered approach to UNE’s strategic planning, outlining key requirements for strategic planning, including development, approval, implementation and monitoring and review. (2) Overall responsibility and accountability for strategic planning lies with the Vice-Chancellor and Chief Executive Officer (VC&CEO) and Council (UNE Council Charter, cl.7 & 12). (3) The UNE Governance Framework Rule – Strategic Planning Annexure provides: (4) This Annexure applies to all plans specified in the UNE Governance Framework Rule. (5) Within this Annexure: (6) UNE’s approach to planning: (7) Strategic planning at UNE follows the Plan, Do, Check and Act (PDCA) model which also drives its approach to quality. (8) The University’s planning framework is a five-level hierarchy: (9) Plans at each level are informed and influenced by higher levels in the framework. Through this approach, each individual can establish direct line-of-sight between activities undertaken on day-to-day basis, through higher level plans to the goals of the Strategic Plan. (10) UNE undertakes regular reporting processes at all levels of the planning and reporting framework to monitor performance and achievement of organisational objectives. (11) Under the Higher Education Standards Framework (Threshold Standards) 2021 (cl.6.2(1)(b)), the University is required to clearly define future directions in higher education, and to have in place appropriate mechanisms to set targets and monitor performance against these targets. (12) This Annexure has been developed to support the planning activities of the University and prescribes the hierarchy and approval of the University’s major planning artefacts, pursuant to the roles and responsibilities of the VC&CEO , and Council. (13) The below table outlines the roles of various parties and officers of the University in relation to the Strategic Planning Process. (14) Strategic Planning is undertaken with sufficient time to allow genuine and considered stakeholder engagement, a detailed environmental scan, a review of current plans and performance against these, and a review of current strategic risks and their mitigation strategies. (15) Communication of the outcomes of, and the ongoing performance against the Strategic Planning process is vital in dissemination of the strategies, goals, objectives and targets associated with the plan, and is conducted on an ongoing basis. (16) The VC&CEO, pursuant to Section 29 of the University of New England Act 1993 (NSW), makes this Annexure. (17) The Policy Steward, the Director Governance and University Secretary (DGUS), is authorised to make associated documents that are consistent with this Annexure, for the operation of this Annexure. (18) (19) This policy operate as and from the (20) Notwithstanding the other provisions of this policy, the Vice-Chancellor and Chief Executive Officer may approve an exception to this policy where the Vice-Chancellor and Chief Executive Officer determines the application of this policy would otherwise lead to an unfair, unreasonable or absurd outcome. Approvals by the Vice-Chancellor and Chief Executive Officer under this clause must:UNE Governance Framework - Strategic Planning Annexure
Section 1 - Purpose and scope
Part A - Planning Framework and Principles
Planning Principles
Planning Framework
PLAN
DO
Review, consult, identify and define strategic objectives and how we intend to achieve strategic goals.
Execution of plans and the carrying out of organisational activities to transform inputs into outputs or outcomes.
CHECK
ACT
Monitoring and evaluating outputs or outcomes to see if institutional objectives have been met.
Actions taken to improve institutional and other outcomes, such as changes to plans or rules, new activities or inputs, new risk controls or changed oversight or monitoring.
TITLE
OBJECTIVES
UNE’s Strategic Plan
Business Plan and Budget
Divisional Plans
Individual Performance, Planning and Development Review (PPDR) Plan
Part B - Statutory and other obligations
Responsible
Accountable
Consulted
Informed
Vice-Chancellor and Chief Executive Officer, and
Office of Strategy and ManagementUniversity Council
Staff
Alumni
Industry and community partnersWider Community
Accreditation bodies and other stakeholdersPart C - Planning and review timelines
Section 2 - Authority and Compliance
Authority
Compliance
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Faculty/ Business Unit Plan
Table 1 – Strategic Planning RACI
Full plan hierarchy RACI available in the performance framework.