Queen's University Planning Committee
Approved by the Senate, March 25, 2010
Approved by the Board of Trustees, April 30, 2010
Amended May 28,2013, May 2014
The Queen’s University Planning Committee (QUPC) is a joint committee of the University Senate and the Board of Trustees. Its major responsibilities are to ensure that
- planning is aligned with the management of resources
- decisions are made with full knowledge of the fiscal and infrastructure implications
- the Board of Trustees has a full understanding of the University’s academic endeavours
In discharging these responsibilities, the Committee will utilize a proactive approach to monitor trends, initiatives and developments in the specific risk categories as assigned by the Board of Trustees from time to time and approve strategies and directions to mitigate the likelihood or severity of events or conditions that could contribute to the potential occurrence of the situations described in the respective Risk Definitions for those assigned risk categories.
The QUPC has two primary roles.
Its first role [I] is to oversee the development, and make recommendations to the appropriate governance body with jurisdiction for approval, of Strategic and Foundational plans designed to support achievement of the University’s goals and priority objectives. Strategic and Foundational Plans shall consist of strategy-setting and planning documents which have targets or objectives which exceed any one academic year and which are approved by the Board of Trustees, the Senate, or both.
In this role, the Committee will be responsible for maintaining a process of continuous monitoring of progress against targets within the Strategic and Foundational plans, and ensuring effective communication of these matters to the Board of Trustees and the Senate.
Its second role [II] is to serve in an oversight and advisory capacity for:
- the annual Budget development process; and
- Major Capital Project approval and implementation
The QUPC will be responsible for ensuring that final budget recommendations and proposals for Major Capital Projects are consistent with the University’s Strategic and Foundational Plans.
For the purposes of this Mandate, Major Capital Projects shall be defined as those projects falling within the scope of a process, as approved by the Board of Trustees, for the approval of Major Capital projects. Capital projects shall be defined as those projects which generally adhere to the definition of a Major Capital project but where the total value of the project falls below the threshold established in the process, as approved by the Board of Trustees, for the approval of Major Capital projects.
Terms of Reference
Role I – Establishing and Refreshing Strategy
The Committee shall:
- Receive review and endorse annual reports on initiatives under development, and the status of achievement of objectives established with respect to each of the following Strategic or Foundational Plans prior to their presentation to the Board of Trustees or the Senate:
The Academic Plan
The Strategic Research Plan
The Strategic Mandate Agreement
- The Strategic Framework and the associated International Plan
- The Campus Master Plan and supporting Architectural Control and Design Guidelines and Landscape Design Guidelines
The Strategic Enrolment Plan
- Other plans as may be identified by the Board of Trustees/and or the Senate from time to time
- Regularly review progress under each of the constituent elements of the Strategic Framework using a monitoring tool (such as a dashboard) prior to those results being presented at each regular meeting of the Board of Trustees;
- Ensure that a broad-based consultative process is established, communicated and implemented during development or review of Strategic or Foundational Plans for the University;
- Ensure that the University’s Strategic and Foundational Plans remain relevant to its situation and aspirations by establishing annual and multi-year work plans that ensure review, renewal and, where necessary, replacement of existing Strategic and Foundational Plans to be accomplished through a systematic and appropriately broad review of each Strategic or Foundational Plan is established and undertaken not less than three years, and not more than five years, after the initial establishment, or any subsequent review, of a Plan. Strategic planning for the University will be a continual process ; and
- Regularly consider whether additional Strategic or Foundational Plans are necessary and make recommendations in this regard, from time to time, to either the Board and/or the Senate, in accordance with their respective jurisdictions.
Role II – Monitoring the Implementation of Planning
The Committee shall:
- Review regular updates from the Provost on the work of the Provost’s Advisory Committee on the Budget and the development of the University’s budget
- Review the budget framework prepared by the University
- Ensure congruence between budget decisions and the University’s Strategic and Foundational Plans
- Ensure that the outcome of its review of the budget framework and its congruence with the University’s Strategic and Foundational Plans is made available to the Senate for discussion before it is transmitted by the Provost to the Capital Assets and Finance Committee of the Board
- Deliver the QUPC’s own budget recommendations to the Provost. Any such recommendations, together with any recommendations from the Senate, shall be included with the Provost’s submission to the Capital Assets and Finance Committee and the Board of Trustees, together with a response from the Provost
Campus Planning and Development Functions
The Committee shall be responsible for:
- Overseeing the development, and recommending approval to the Board of Trustees, of a Major Capital Projects Approval Process;
- The establishment of a permanent Campus Planning Advisory Committee (“CPAC”) to report to QUPC, through the Provost, in respect of the Major Capital Projects Approval Process and appointing the members thereof, on the recommendation of the Provost;
- Approving and overseeing a framework for the proper governance of Major Capital Project construction, including structures which ensure regular reporting of progress against the approved project scope and budget and a final project review report post project closeout;
- Reporting regularly to the Board of Trustees on Major Capital Projects which are under development and projected to proceed to the Board for approval in the future;
- Reviewing any proposal and business case for a Major Capital Project and ensuring that, prior to submission to the Capital Assets and Finance Committee of the Board of Trustees for final project approval:
- The Major Capital Project supports the Strategic and Foundational Plans of the University;
- The Major Capital Project is consistent with the Campus Master Plan and its supporting Architectural Control and Design Guidelines and Landscape Design Guidelines, represents a minor variance therefrom or otherwise is justified as being in the best interests of the University; and
- The appropriate stakeholders have been consulted and their views taken into account
- Approving the appointment of project architects for Major Capital Projects on the recommendation of CPAC and the Provost;
- Approval of the siting, massing, architectural renderings, buildings schematics and other final exterior designs of projects which are:
- Capital Projects which contain minor variances (as defined) from the Campus Master Plan, the Architectural Control and Design Guidelines and /or the Landscape Design Guidelines; and
- Major Capital Projects that are wholly consistent with or contain minor variances (as defined) from the Campus Master Plan, the Architectural Control and Design Guidelines and /or the Landscape Design Guidelines
- Recommending the siting, massing, architectural renderings, buildings schematics and other final exterior designs of projects that contain variances which are not minor (as defined) from the Campus Master Plan, the Architectural Control and Design Guidelines or Landscape Design Guidelines, should such variances be viewed as being in the best interests of the University, after appropriate consultation:
- To the Board of Trustees in the case of Capital Projects; and
- Through the Capital Assets and Finance Committee to the Board of Trustees in the case of Major Capital Projects;
- Recommending to the Board of Trustees, through the Capital Assets and Finance Committee, that it approve the budget for, and the undertaking of, Major Capital Projects;
- Reviewing regular reports from the Vice President (Finance and Administration) on the status of any Major Capital Project under development under the framework for the governance of Major Project construction, including percentage of budget expended and percentage of project complete, projected budgetary surpluses or deficiencies, the scope and scale of change orders issued and other matters impacting on the budget, scope and timeline for construction;
- Reviewing a final project report, upon close-out of a Major Capital Project which includes an identification of any lessons learned and a proposal for changes to practice or policy for future Major Capital Project development in light of the lessons learned
Administrative and Other Matters
The Agendas for meetings of the Committee will generally be structured to address, firstly, items related to Role I and secondly, items related to Role II.
The Committee shall meet at least once every two months, utilizing appropriate technologies to ensure that all members are able to participate fully and effectively in the work of the QUPC.
The Committee will strive to achieve support for decisions and recommendations by not less than 70% of the members in attendance at a meeting of the Committee before an item proceeds to the Board and/or the Senate.
The Committee shall review its mandate and terms of reference at least annually and recommend changes to the Board of Trustees and the Senate, through their respective committee structures, where those changes would enhance the effectiveness of the QUPC.
The QUPC shall, no later than March 31, 2016, conduct a review of its governance function, including the degree to which the Committee has fulfilled the mandate as specified herein, and report their observations and recommendations to the Board of Trustees and the Senate through their respective committee structures.
Composition of the QUPC
Four members elected by, but not necessarily from, Senate, one of whom shall be a student senator, one of whom shall be a faculty senator, one of whom shall be a Dean (selected by the Deans) and one of whom, in addition to the Dean, shall have demonstrated financial literacy (defined as the possession of knowledge and understanding of financial matters including the ability to read and understand financial statements and knowledge of financial concepts used in budgeting for large organizations)
Two QUPC members appointed, on the recommendation of the Board of Trustees’ Governance and Nominating Committee, by and from the Board of Trustees, one of whom preferably to have demonstrated experience in real estate development, construction, project management, engineering or another field related to the planning and development of Major Capital Projects.
Principal and Vice-Chancellor (Chair)
Provost and Vice-Principal (Academic)
Chair of the Board of Trustees, or delegate
Chair of the Board of Trustees’ Finance Committee, or delegate
Total membership: 10
Invited participants (non-voting) will include but are not limited to:
Vice-Principal (Finance and Administration)
Executive Director (Planning and Budgeting)
|M. Wilson Trider