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This brief section focuses on several key elements of implementation including the allocation of responsibility for plan implementation, monitoring arrangements and the use of milestones and performance measures.
The Panel was pleased to observe that most units and departments have used the strategic plan to inform their own planning although it observed that not all departments have developed documented plans in response to AURORA. Where plans do exist, the allocation of responsibilities for plan implementation and tasks is generally clear. More generally, academic and non-academic staff administrators appear to readily acknowledge and understand their own responsibilities.
In terms of monitoring arrangements, it was reported that the Management Board undertakes regular progress reviews of the strategic plan in terms of achieving the six elements of the AURORA strategy. In addition, the Finance Committee of Council monitors expenditure triennially and the Budget Committee monitors expenditure (four times per year) and makes recommendations to the Management Board. These budget reviews are considered to be the most important mechanism for monitoring performance.
While the Panel recognises the importance of the budgetary review process, it has some concerns that the monitoring arrangements across CityU are too financial in focus. It suggests that CityU could benefit from the articulation of more non-financial performance indicators particularly on the academic side. More generally, it has some concerns that the senior management has insufficient oversight of whether CityU's strategic plan is being implemented locally.
Lastly, the Panel also noted that, while some non-academic departments have clear service targets, others do not. It recommends that the University consider introducing these across the administration to facilitate effective monitoring in the future.
The Panel observed clear lines of responsibility for the implementation of plans in most areas as well as examples of best practice in the use of performance targets in a number of non-academic units. However, it has concerns that university-wide monitoring may be too financial in focus and that senior management has insufficient oversight of whether CityU's strategic plan is being implemented locally.