Document Feedback - Review and Comment
Step 1 of 4: Comment on Document
How to make a comment?
1. Use this to open a comment box for your chosen Section, Part, Heading or clause.
2. Type your feedback into the comments box and then click "save comment" button located in the lower-right of the comment box.
3. Do not open more than one comment box at the same time.
4. When you have finished making comments proceed to the next stage by clicking on the "Continue to Step 2" button at the very bottom of this page.
Important Information
During the comment process you are connected to a database. Like internet banking, the session that connects you to the database may time-out due to inactivity. If you do not have JavaScript running you will recieve a message to advise you of the length of time before the time-out. If you have JavaScript enabled, the time-out is lengthy and should not cause difficulty, however you should note the following tips to avoid losing your comments or corrupting your entries:
-
DO NOT jump between web pages/applications while logging comments.
-
DO NOT log comments for more than one document at a time. Complete and submit all comments for one document before commenting on another.
-
DO NOT leave your submission half way through. If you need to take a break, submit your current set of comments. The system will email you a copy of your comments so you can identify where you were up to and add to them later.
-
DO NOT exit from the interface until you have completed all three stages of the submission process.
(1) QUT's University 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. (2) 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. (3) Every faculty and division (and/or constituent elements) completes an annual plan. (4) The University Integrated Planning Framework defines planning activity across three tiers: (5) Connections - the QUT Strategy 2023 to 2027 clearly articulates its vision - the university for the real world - and purpose - to provide transformative education and research relevant to our communities. (6) Connections - the QUT Strategy 2023 to 2027 is typically updated on a 3-5-year cycle. (7) 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. (8) Faculty plans primarily contribute to the achievement of academic priorities defined in Connections - the QUT Strategy 2023 to 2027 within the parameters of the Planning Statement. (9) 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 Connections - the QUT Strategy 2023 to 2027 within the parameters of the Planning Statement. (10) Faculty and portfolio plans include proposals to fund strategic initiatives. (11) 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. (12) The University Integrated Planning Framework is supported by auxiliary planning processes. (13) Risk management contributes to the achievement of the University's objectives and priorities through effective management of areas of uncertainty. The Risk Management Framework outlines how faculties and portfolios evaluate risks and opportunities and include appropriate responses in relevant plans. (14) Faculties and portfolios prepare budgets to support planned actions and submit to the Vice-President (Finance) and Chief Financial Officer for review and consolidation into the University’s budgeting process. (15) Governance and Performance 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. (16) Faculties and portfolios provide annual reports on progress against approved plans to: (17) Annual reporting by faculty and portfolio management may indicate a need to adapt or contextualise University-level priorities, which may inform updates to Connections - the QUT Strategy 2023 to 2027, or Annual Planning Statement. (18) 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. (19) 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. (20) 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 (Quality and standards framework). In addition, the Vice-Chancellor and President annually seeks advice from Executive Leadership Team on incremental process improvements. (21) Refer to Register of Authorities and Delegations (C045, C047) (QUT staff access only).University Integrated Planning Framework
Section 1 - Purpose
Section 2 - Application
Section 3 - Roles and responsibilities
Top of Page
Deputy Vice-Chancellor and Vice-President (Academic),
Head of Research Portfolio,
Deputy Vice-Chancellor (Indigenous Australians)
Section 4 - Integrated Planning Framework
QUT Strategy
QUT Operational Plans
Section 5 - Auxiliary planning processes
Risk management
Budget management
Key Performance Indicator reporting
Annual reporting
Academic Area Reviews
Section 6 - Devolution of responsibility
Section 7 - Continuous improvement of integrated planning processes
Section 8 - Delegations