Progress Update: August 2018

We have embarked on a major strategic improvement initiative to help us achieve our Faculty ambition to:

  • educate graduates who are ready to make their mark as professionals and leaders;
  • generate research that makes a deep and lasting contribution; and
  • be known for innovation in the design of health delivery and health management systems of the future.

The draft Strategic Plan released in December 2017 outlined 35 recommendations which span across the two focus areas of Education and Research. The Strategic Plan is a long range planning document for the Faculty – it will guide our decision making regarding where we focus our effort and will be reviewed periodically to ensure it remains relevant.

The Strategic Plan Mobilisation Program builds on the 35 recommendations and is a comprehensive program of projects that will drive true strategic change for the Faculty. It is about turning our strategy into action and also about how we work together across our Faculty.

Significant progress has been made on the Strategic Plan Mobilisation Program with several key milestones having been achieved.

  • Recommendations from the first wave of projects in the Program have gone to the Program Steering Group for their consideration.
  • The Program Steering Group has endorsed a range of recommendations that will see improvements in how we:
    • Support and provide feedback to our teaching academics – both in traditional teaching contexts as well as in clinical teaching settings
    • Organise and deploy our resources for preparing grant applications and supporting and developing our early and mid-career researchers
    • Articulate our areas of research strength at a School and Research Centre level
    • Measure and track our research performance as individuals and collectively at an organisational unit and Faculty level
    • Enhance the experience of our Higher Degree Research students and better support them to identify and pursue tailored and meaningful career paths
    • Enhance the experience of our people across the employment lifecycle
    • Improve our underlying business processes including use of data, methods of internal communication and adoption of standard practices in relation things such as Project Management
  • As a next step, the Program Office is now working to prepare the Implementation Plan for those recommendations that will proceed from Wave 1. The Implementation Plan will identify the most appropriate resourcing and governance for the implementation and will be considered by the PSG on 5 September.
  • Recommendations from the second wave of projects in the Program have just been  submitted to the PSG and will be discussed at the next PSG meeting scheduled for 21st August. It is anticipated the outcomes of PSG deliberations on these projects will be known in mid-September.

Mobilising Our Strategic Plan

The Program has a pragmatic approach to governance, resourcing and reporting that is fit for purpose and recognises the need for efficient and effective use of Faculty resources. The Program is being launched in three successive waves over the period March – September 2018; each wave includes a mix of projects in terms of project scale, complexity and time for delivery. Wave 1 projects and Wave 2 Projects have been launched.

The Program is being delivered by cross-Faculty project teams that are led by senior colleagues; Project Leaders are responsible for seeking input from as wider representation from across the Faculty as is practical. We will build on the great work that has already commenced across the Faculty; many of the projects and initiatives already underway have a direct link to our Strategic Plan.

The Program set-up has involved:

  • Identification of potential projects;
  • Scanning across the Faculty and more broadly across UQ to identify existing projects and initiatives;
  • Classification of projects according to project scale and complexity;
  • Allocation of projects into three waves for Program launch to ensure effective use of the Faculty’s resources;
  • Identification of Program and Project roles; and
  • Establishment of a small and agile Program Office that is providing support to enable efficient and consistent project delivery.

A Program Steering Group has been formed to have strategic oversight and carriage of the Program implementation.

Key principles underpinning the Program include:

  • Streamlined governance structures - using existing groups and channels to avoid the overhead of establishing additional arrangements
  • Pragmatic reporting and resourcing that is fit for purpose
  • Empowerment of project teams to put forward clear recommendations
  • Transparency – where practical, key decisions will be communicated in a timely, open and transparent manner
  • Leadership engagement – shared leadership, accountability and commitment