Accountability framework: accountability structure
The University is committed to developing and maintaining governance and management practices that support core research and teaching activities effectively and efficiently.
The Accountability Structure incorporates annual cycles of Planning & Budgeting, Reporting and Quality Assurance.
Guiding values
For the University of Melbourne, the legal basis of accountability is defined by State and Federal legislation, and by the statutes and regulations of the University Council. More specific planning-related accountabilities have been put in place by the University Council in a series of decisions about the implementation of the Strategic Plan. In addition, the University is committed to developing and maintaining governance and management practices that support core research and teaching activities effectively and efficiently.
The Accountability Structure brings these various accountability obligations together into a series of coordinated annual cycles of planning, reporting and quality assurance. To the greatest extent practicable the University seeks to conduct and schedule its internal accountability activities in a manner that avoids duplication or separate external reporting.
Objectives
This Accountability Structure has been designed to achieve several objectives.
At a practical level the primary objective is to facilitate effective planning and continuous improvement by coordinating planning and systematic reporting and accountability for outcomes.
Secondly, the Accountability Structure is designed to promote efficiency. Discharging the legal obligations of the University requires data collection and reporting at various levels, much of it seemingly intrusive. However, through an effective Accountability Structure the University seeks to avoid duplication of reporting effort. Similarly, data required for more than one purpose need be submitted only once thereby minimising bureaucratic intervention. In addition, through the definition provided to its various processes, the Accountability Structure assists in clarifying the governance role of the University Council and the management role of the Vice-Chancellor and other senior officers. The Accountability Structure also creates a workplace environment in which devolved decision making can be actively encouraged.
Thirdly, the Accountability Structure is valuable as a defence of institutional autonomy. A credible, consistent set of systematic and transparent internal processes obviates the need for intervention by external agencies and particular Government authorities, in the management of the University. It provides all interested parties with sound justification for allowing essential decisions and overall strategic direction to be set by the University.
Finally, the Accountability Structure is designed to improve communication, morale and performance in the University. Systematic accountability and reporting procedures mean that people can count on getting information they require in a timely manner and a predictable form.
By providing for regular feedback from students, staff and external clients on the programs, activities and services offered by the University, the Accountability Structure helps maintain high morale. By systemising the collection, collation and analysis of important factual information, it minimises delays and/or errors in information flows.
Key elements
The University of Melbourne's Accountability Structure comprises three interlinked cycles of planning and budgeting, reporting and quality assurance. Binding these into a single framework are a number of annual activities which include the Council Planning Conference, the Operational Performance Reviews and the Planning and Budget Conference.