8. Strategic Planning

QUT operates on a five-year, integrated strategic planning cycle. Resource allocation and performance management are linked to this cycle.

The key plans are QUT's institutional plan and the strategic plans for resources; the goals of teaching, research and community service; and the support functions of equity, information resources, student support and capital (MOPP A/7.2). Organisational units also each have five-year strategic plans as well as one-year operational plans and budgets (MOPP A/7.2). Equity should be reflected in all of the University's plans, including the top-level plans and organisational unit plans.

Faculty and divisional plans, local plans within faculties and divisions and individual performance agreements or PPR plans should be directly related to and aligned with the University's strategic plans.

As a manager, you are responsible for ensuring equity issues are embedded in the strategic and operational plans in your areas. You are then also responsible for the implementation of these equity initiatives.

The University Equity Plan is a support function plan which outlines the institution's equity priorities. The areas covered in the Equity Plan are institutional commitment, student diversity, student inclusivity and support, staff equity, research and community service.

The Equity Plan also incorporates plans and programs required by external agencies. The Equal Opportunity for Women in the Workplace Agency requires an Equal Opportunity for Women in the Workplace program. DETYA requires the Student Equity Plan and Aboriginal Education Strategy.

In addition to the University's strategic plans, the University has key performance indicators for its goals of teaching, research and community service and as of 1999 operational performance targets at the faculty and divisional level. These indicators include equity elements.

Operational Performance Targets are part of an increased focus on performance management. They are designed to help integrate individual planning with organisational planning. These targets should be reflected in performance agreements for managers at all levels. This includes the equity target on commencing enrolments for students from low socio-economic status backgrounds.

Each year, faculties and divisions report on the progress they have made on the equity elements in their local plans. They also report on their progress on the strategies and targets in the University Equity Plan. These reports are then used to compile the University's annual report on equity progress.

• Identify priority areas for the faculty or division. This can be done by
  

  	considering staff and student equity statistics for the faculty or division
  	undertaking a needs analysis within the faculty or division
  	considering the findings of any recent reviews - i.e. a quinquennial review; employee opinion survey; results of exit interviews; results of CEQ and SEU; Quality Leadership Profile outcomes for senior managers.

• Audit existing equity activities before starting on new ones. Consider the equity-related activities underway in the faculty or division, in other faculties or divisions and as central initiatives. The Equity Plan outlines activities which several faculties or divisions may be working on. It may be possible to build on existing activity, or to work cooperatively with another faculty or division or a central University-wide program. For example, the Faculties of Law and Arts are collaborating on a mentoring program for women. To reach targets for students from low socio-economic status backgrounds, faculties/divisions could work cooperatively with the standing Q-Step and NEXUS programs to develop more systematic and frequent on-site activities for school students.

• Build on success by doing more of the same or by using proven strategies to help meet other targets. Focussing on the faculty or division's weakest areas is not the only strategy.

• Don't attempt too much activity in one year. Faculties and divisions are not expected to contribute to every target in the University Equity Plan. Focussing activities on one staff equity target and at least one student equity target would be a reasonable approach. Once an activity becomes part of the mainstream of the faculty or division's work, more could be attempted. The range of activities or the number of targets addressed could be expanded.

• Use the Equity Plan as your guide when prioritising your equity activities so that you are contributing to the Plan's broad objectives. The representation of students from low socio-economic status backgrounds has been identified as a priority area through the new Operational Performance Targets.

• Persist with activities for more than one year, if possible. It is preferable to persist with a few activities over a number of years rather than start a large number which cannot be sustained. Remember that it is difficult to change an organisation in one year.

• Involve faculty or divisional Equity Committees in developing and implementing equity strategies.

• Remember the faculty or division must report on outcomes. When developing plans, think about how you will measure the outcomes. If it is unlikely that outcomes can be measured, another approach or a different activity altogether should be considered.

8.4 Resourcing Equity Initiatives

Faculties and divisions are expected to make provision for equity initiatives in their annual budgets.

The following central funds are available for new and significant equity initiatives:

• Equity Initiatives Grants

  The Equity Section administers this annual grants scheme. It provides seed funding for projects which further student equity and contribute to the achievement of Equity Plan targets. Faculties and divisions are expected to contribute some funds to the project and sustain the activities or services after the grant funds have expired. Different student equity groups may be afforded priority from year to year.

• Community Service Grants

  This scheme provides funding for projects which are predominantly service-oriented and consistent with the University's Community Service Plan. One of the research and community service targets in the Equity Plan relates to increasing the proportion of community service activities which involve culturally and socially diverse groups in the community. (see Equity Plan).

• Small and Large Teaching Grants

  Projects related to inclusive curriculum strategies to accommodate QUT's socially and culturally diverse student body may be funded under this scheme. This relates to Objective 3 of the Teaching and Learning Plan.

• Central Initiative Bids

  Faculties and divisions may bid for additional funding for new central initiatives which could not otherwise be met from existing base allocations. These must be of significance to the University. Funding is project-based and a once-only allocation.

• Performance Pool

  From 1999, funding from the performance pool will be available to faculties and divisions on the basis of performance against agreed Operational Performance Targets. Commencing enrolments of students from low socio-economic status backgrounds is one of the designated targets.

8.5 Equity Performance Indicators

Performance Objective	Performance Criteria
Equity is embedded in the University's strategic plans and performance agreements or PPR plans.	All University top-level and support function plans include equity elements which articulate with the University Equity Plan. Faculty/divisional strategic plans include equity elements which articulate with the University Equity Plan. Performance agreements for managers include responsibility for the equity elements of plans, in particular the equity Operational Performance Target. PPR plans for all staff include equity-related activities.
QUT's student body reflects the cultural and social diversity of the University's catchment area.	Faculty and divisional annual reports include activities aimed at improving the access and retention of at least one student equity group. The representation of equity group students within the faculty increases annually.
There is a more culturally and socially diverse staff body in the faculty or division.	Faculty and divisional annual reports include activities aimed at improving the representation of at least one staff equity group. The proportion of equity group staff employed in the faculty or division increases over time.

8.6 Further Resources

Equity Section

University Equity Plan

Contact:
phone (07) 3864 2699
e-mail equityenq@qut.edu.au
www.equity.qut.edu.au

Department of Planning and Resources

Strategic planning package and the Vice-Chancellor's planning guidelines

Contact:
phone (07) 3864 1307
www.frp.qut.edu.au

Faculty and Divisional Equity Committees

Faculty and Divisional Equity Committees