Planning, reporting, accountability and evaluation

• Evaluation and planning
• Planning and resource allocation
• Reporting, accountability and evaluation
• Key dates in the annual cycle of planning, reporting, accountability and evaluation

In 2003, Deakin introduced a new strategic and operational planning cycle, budgetary framework and accountability structure to facilitate:

• Effective planning to advance Deakin’s mission
• Quality assurance and continuous quality improvement
• The meeting of Deakin’s risk management and compliance obligations; and
• The monitoring of Deakin’s performance against its plans.

Evaluation and planning

The planning cycle formalises the coordination of planning, resource allocation, systematic monitoring and reporting. It consists of a tiered system of interlocking plans that permeate all areas of the University’s operations. At the highest level, the Strategic Plan sets out Deakin’s long-term (five year) goals and strategies. This Plan was introduced in 2008 and while it will be subject to annual revision, primarily in response to changes in the external environment, major changes are not envisaged over its five-year life.

The Strategic Plan provides the framework for setting key priorities and it is reinforced and informed by a suite of university-wide plans called functional area plans, specifically focussed, as the name suggests, on a particular function of Deakin’s activities, such as teaching and learning, research, internationalisation, etc.

Prioritisation occurs through operational planning. Each year Council approves a University Operational Plan, which identifies the immediate priorities along with measurable targets for the year, to advance the goals contained in the Strategic Plan. Operational Plans for each Faculty and other organisational areas are developed annually to reflect and advance the University’s Operational Plan and the goals and strategies contained in the Strategic Plan and functional area plans.

Continuous improvement is an embedded part of the planning cycle. The Strategic Plan sets out the goals that Deakin is seeking to achieve to advance its mission and the strategies by which these goals will be achieved. Operational Plans provide measurable targets to be achieved each year to progressively advance the goals of the longer term plans. Performance is evaluated in terms of the outcomes against established targets. Following performance review and evaluation, revision and re-planning occurs to ensure that over the longer term the University’s goals are realised.

Planning and resource allocation

Supporting planning goals through resource allocation is a critical aspect of the planning cycle. Based on a guiding set of budget parameters, the Finance and Business Affairs Committee of Council recommends the amount of the University’s overall budget for the next year that will be available to support the operating budget and capital expenditure for that year. The University’s Operational Plan for the next year is drafted in the context of funds available to support planned activities and having taken account of progress made towards achieving current year targets.

Reporting, accountability and evaluation

The cycle requires an obvious connection between the longer term goals of the University (contained in the Strategic Plan) and annual targets (contained in the Operational Plan) that over a period of time will culminate in the achievement of longer term goals. Two forms of reporting have been developed to demonstrate progress made in advancing the immediate and longer terms goals:

• The Council Performance Indicators are the agreed means by which Council will monitor the University’s progress against its strategic goals; and
• The Report on the University’s performance against its Operational Plan, which will take the form of a University level PREP report, provides an assessment of progress made against the targets established as immediate priorities from the previous year.

Mid-year performance review is an integral part of Deakin's planning cycle. Each July a comprehensive review of progress towards achieving Operational Plan targets is completed.

Benchmarking is used in the evaluation of performance and as part of Deakin's commitment to continuous improvement.

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