Our Priorities
The Vice-Chancellor & President leads CQUniversity's strategic planning on behalf of Council. CQUniversity has an obligation to all its stakeholders to govern and manage strategically, effectively, efficiently, transparently and in an accountable manner. In order to achieve this CQUniversity implements an integrated planning framework based on the following principles:
- Clear communication of processes and outcomes throughout the organisation;
- Alignment of all organisational units towards the same strategic goals through the planning framework;
- Accountable monitoring and annual reporting on plan outcomes using key performance indicators;
- Devolution of responsibility within the framework of approved plans;
- Compliance with legal, social and fiscal responsibilities;
- Consideration of risk management and risk mitigation;
- Incorporation of quality management principles and the plan-do-check-act cycle; and
- Coupling of resource allocation and planning into the planning framework.
The components of the planning framework are:
- Strategic Plan
- Annual Corporate Plan
- Annual Operational Budget
- Organisational Unit Plans
- Individual staff plans and objectives
The Strategic Plan is operationalised through a set of supporting plans and documents both across the University and within organisational units. These are:
- Strategic Plan 2011-2014
- Corporate Plan 2011
- Asbestos Management Plan (CQUniversity)
- Crisis Management & Recovery Policy: Critical Incidents Affecting Students, Critical Incident Management Plan
- Privacy Plan
- Internal Audit Management Plan 2011-2014
The Strategy, Quality and Review Division is responsible for supporting the University strategic planning, implementation and strategic performance management processes.
Documents of Interest
CQUniversity's IMPortal is the central repository for policy and all key university documents.
Planning Process
In 2008 the University Council - responding to feedback from staff, government and other stakeholders - determined that the Strategic Plan 2007-2011 and Planning Framework (which it had adopted in 2006) had not adequately linked to the University's budgetary requirements. It also believed that the Strategic Plan 2007-2011 did not adequately communicate attributes which made the University distinct.
Acknowledging that it was essential to have an integrated planning process that closely associated its strategic objectives as well as its financial imperatives, the University developed a new planning framework in 2008 which reaffirmed its purpose and future based on the University's ability - through local relevance, regional commitment, national leadership and international standing - to help all of its stakeholders be what they want to be.
In September 2008, Council approved the Strategic Plan 2009-2012. This Plan, a departure from a so-called traditional strategic plan, does not contain a dedicated page for a mission, vision, or goals. It is, however, clear and concise in what we want to be, what we need to do, how we do it and how we will know that we are doing it well. The Plan is owned by, and accessible to, all of the University's stakeholders.
The Strategic Plan 2009-2012 provides key bases for developing organisational operational plans that are linked to the University's budget. Over three years these operational plans will contribute to the University's strategic direction, forming the foundation for budget formulation, the expression in monetary terms of the ways and means of implementing the University's Plan.
