(1) This policy seeks to consolidate a range of formal and informal review processes already underway across the University. It subsumes and revises the existing policy on academic review and brings in coverage of reviews for the administrative, management and support areas of the University. (2) Specifically the policy seeks to: (3) The University adopts a 'fitness for purpose' approach to review. That is, each review seeks to determine the extent to which the selected aspect of the University's activities is directly, efficiently, consistently and effectively contributing to achievement of the University's mission and key strategic objectives. (4) Within this overarching framework the key purposes of each review are to: (5) The Review processes identified in this policy are part of the University's Plan, Implement, Review, Improvement (PIRI) cycle . (6) Nil. (7) A review seeks to examine and evaluate a university unit, process or activity with a view to identifying both: (8) Evaluation entails making evidence-based judgements about the 'value' of the area examined. Key criteria for evaluation include making judgements of relevance, alignment, efficiency, distinctiveness, clarity, consistency of operation and effectiveness of the area being reviewed. (9) A formal review of the type covered by this policy has agreed terms of reference, a specified focus and set of evaluation criteria, agreed processes and clear accountabilities for both delivering it and acting upon its agreed recommendations. (10) This policy covers reviews of: (11) Professional accreditation applications and renewals are not subject to this policy. (12) Reviews can vary in their formality, focus and locus of control. (13) The University requires all Schools and Divisions and their respective sub-units to engage in continuous monitoring of their current performance, with assistance from the Office of Strategy and Performance if required. These 'embedded', ongoing reviews are undertaken and monitored by the Dean or senior delegate, the relevant Deputy Vice-Chancellor or relevant Director. The focus of these ongoing processes is on continuous tracking and improvement. This process is given oversight by the Strategy and Quality Committee (SQC) in conjunction with other relevant University committees. The outcomes of 'embedded' reviews provide data for more formal reviews. (14) Formal University Reviews are commissioned and approved by the Vice-Chancellor and President and have clear, agreed Terms of Reference; a comprehensive scope; an appropriately constituted and trained review panel; generate formally considered recommendations which, once agreed, are binding and monitored for effective implementation by the Strategy and Quality Committee, assisted by the Office of Strategy and Performance. (15) It is these more formal reviews that are the primary focus of this policy. (16) Reviews can be: (17) It is an expectation that all major services, processes and functional areas will be subject to a formal review at least every five years, either separately or as part of a targeted and more comprehensive review. (18) Deans, Directors, University Research Institutes and Deputy Vice-Chancellors will confer with their senior staff on an annual basis. They will specify the formal reviews for the coming three years which they regard, on available evidence, to be timely and strategic and inform the Vice-Chancellor and President (with reasons) of these in their annual performance plans. All reviews set down for cyclical attention will be considered as part of this process. (19) The resulting list of reviews identified with the Vice-Chancellor and President are to be presented as one document to the Strategy and Quality Committee at the beginning of each year. The SQC will confirm the justification, focus, and criteria for each review and identify ways in which scheduled reviews might work together. It will then work with the senior person accountable to design each review, assisted by the Office of Strategy and Performance. (20) This process will operate on the basis of a rolling triennium, with the ability to move, add or substitute reviews as deemed necessary. (21) The key role of the review panel is to test the veracity of each review's self assessment portfolio and formulate/confirm: (22) The decision to use an external or an internal panel or a single, independent reviewer will be made by the SQC in conjunction with the member of the University Executive responsible for the review. (23) External panels will only be used when the area under review is high risk, subject to rapid external change pressures and of significant importance to the University financially and/or strategically. (24) The selection of external panel members will normally focus upon the extent to which each member has demonstrable expertise in the area to be reviewed, access to good practice solutions of benefit to the University, and proven experience in participating productively in such processes. (25) Review panels will be briefed on effective approaches and on key strategies to use when testing the veracity of the self-assessment, along with their expected role in helping the University identify proven improvement solutions in the area being assessed. (26) Not all review panels have to engage in extensive site visits and interviews to test the veracity of the area's self-assessment. In some instances this process can be undertaken more efficiently via electronic means and teleconference. However, in other instances face to face interviews and site visits will be essential. Decisions concerning the nature of the review will be undertaken by the SQC in conjunction with the member of the University Executive responsible for the review. (27) All review panels will be endorsed by the Strategy and Quality Committee in conjunction with the relevant member of the University Executive. (28) The Strategy and Quality Committee will be responsible for the overall coordination, commissioning, staging and quality of University Reviews and, in conjunction with the relevant member of the University Executive or delegate, for ensuring that key recommendations are acted upon promptly and wisely. The Office of Strategy and Performance will support the Strategy and Quality Committee in delivering this accountability. (29) A designated member of the University Executive, or senior delegate, will be responsible for the implementation of each review, against the operating principles specified in this policy and its agreed plan, along with ensuring that its agreed recommendations are acted upon. (30) Each review will produce an agreed set of commendations, affirmations and recommendations along with a specific set of suggested actions to address these outcomes. (31) The Strategy and Quality Committee will report the outcomes of all reviews, along with its own assessment of each review report, to the University Executive which will consider the report's recommendations, along with its resource, change management and IR implications. Their conclusions will be reported to the Board of Trustees. (32) A copy of all academic reviews will be forwarded to Senate; a copy of all administrative reviews will be forwarded to the Audit and Risk Committee. Where recommended actions have the potential to affect the employment conditions of staff, the Office of Human Resources will be advised and the relevant industrial processes followed. (33) The release of these reports, other than a summary, is at the discretion of the Vice-Chancellor and President. (34) The Office of Strategy and Performance will monitor implementation and give regular reports on progress to the Strategy and Quality Committee which will, in turn, provide regular summaries to the University Executive and the Board of Trustees. (35) The Office of Strategy and Performance will continue to produce overall 'Vital Signs' reports which provide an overview of university performance as a complement to the specific review processes identified in this policy. (36) The relevant member of the University Executive will be accountable for actioning the agreed recommendations of each review. An action plan will be agreed with the Vice-Chancellor and President with input from the Strategy and Quality Committee and support from the Office of Strategy and Performance. In particular: (37) The Office of Strategy and Performance will be the key unit accountable for providing practical advice, guidance and support for all reviews covered by this policy. It will act as the University's (internal) consultancy service for reviews. (38) Each review will directly address each of the following operating principles. They are consistent with the AUQA audit review principles which were endorsed by an international review of the Agency in 2006. (39) The Strategy and Quality Committee, supported by the Office of Strategy and Performance, will be accountable for ensuring that each review directly demonstrates that it has attended to each of these principles. (40) Formal University reviews of both academic or administrative areas will be: (41) Nil. (42) A set of support guides for those involved in designing and delivering University reviews have been produced. They are consistent with the University's approach to project management. Guidelines are available for the: (43) The Office of Strategy and Performance will provide a briefing on all of the relevant data available for each review and will produce custom-tailored diagnostic reports.University Reviews Policy
Section 1 - Purpose and Context
Purpose of this Policy
Purpose of a Review
Section 2 - Definitions
Section 3 - Policy Statement
Part A - Scope
Part B - Types of Review
Part C - Timing of Reviews
Part D - Initiation of Reviews
Part E - Review Panels
Part F - Coordination and Accountability
Part G - Outcomes and Reporting
Part H - Action on the Outcomes of Each Review
Part I - Support
Part J - Key Operating Principles
Top of Page
Section 4 - Procedures
Section 5 - Guidelines
Implementation Guidelines and Support for University Reviews
View Current
This is not a current document. To view the current version, click the link in the document's navigation bar.