Senior Executive Group (SEG)

Academic Board Minutes 21 Dec 1992, Statement by the Vice-Chancellor and Principal [292/92, Part I, 1.(5)] re recommendations of the Review Team (Boston Review) regarding 'The Senior Executive Committee':

'The Review Team has agreed that there should be better representation of ADUs [Academic Devolved Units] on the committee which advises the Vice-Chancellor on the management of the University, and that the Vice-Chancellor's Management Advisory Committee (VICMAC) and the Vice-Chancellor's senior administration group (which comprises the Deputy and Pro-Vice Chancellors, the Assistant Vice-Chancellor, the Registrar, the Director, Finance, and the Chair of the Academic Board) should be replaced by a Senior Executive Committee whose membership would include the Heads of the ADU Groups, the Heads of the major administrative divisions, the Deputy Vice-Chancellors, the Pro-Vice-Chancellors, the Assistant Vice-Chancellor (Planning), and the Chair of the Academic Board. Notwithstanding the formation of this committee, it would be desirable to retain consultative arrangements between the Vice-Chancellor and the Deans.'

From a briefing paper to Senate 5 February 1994:
Vice-Chancellor's Committee.
The Vice-Chancellor is the Chief Executive Officer, and is specially charged with the duty of promoting the interests and furthering the development of the University. He is assisted by a senior executive committee - the Vice-Chancellor's Committee (VCC).
The membership of the Vice-Chancellor's Committee comprised:

• Vice-Chancellor (Chair)

• Deputy Vice-Chancellors

• Pro-Assistant Vice-Chancellor

• Chair, Academic Board

• Heads, Academic Groups

• Heads, Administrative Divisions

The principal responsibility of the Vice-Chancellor's Committee was to provide strategic, policy-level advice to the Vice-Chancellor on major structural and urgent issues confronting the University, including:

- University policy issues
- issues affecting all ADUs or that had large effects on more than one ADU
- systems strategy and planning
- the on-going financial position of the University
- all matters proposed by management to be put to Senate, except for some confidential material.

At its meeting on 6 March 2006 Senate endorsed the Vice-Chancellor's proposal to restructure the Senior Executive Group (SEG) [resolution 72/06] - in line with the confidential paper tabled by the Vice-Chancellor.

Following the appointment of Dr Michael Spence as Vice-Chancellor, Senate approved a new management structure in August 2008. The new organisation built upon the previous structure, but aimed to ensure greater communication across portfolio responsibilities in the central administration, and better coordination in planning between the central administration and the faculties. Under the new structure there were seven principal offices of Deputy Vice-Chancellor (DVC). SEG met fortnightly and was the principal advisory body to the Vice-Chancellor. Its membership consisted of the VC, (Chair), the Provost, the Deputy Vice-Chancellors, the Director of Human Resources, the Chair of the Academic Board and the deans of each faculty. [Annual Report 2008, p.58]

The 2010 Annual Report (p.56/7) notes on SEG:

"Operating within a context set by the Senate, the Senate's rules and in particular its delegations of decision-making authority to officers of the University, the Senior Executive Group (SEG) is the University's principal decision-making body for all significant matters of University strategy, management, administration and related policy.

SEG met fortnightly. In 2010 its membership comprised the Vice-Chancellor, all deputy vice-chancellors, the Chair of the Academic Board, the dean of each of the University's 16 faculties, the Director of Human Resources, the Chief Finance Officer, the General Counsel and the Executive Director of External Relations. A number of senior members of staff attend SEG meetings to assist it with the conduct of its business and with the communication and implementation of its decisions.

SEG provided faculty deans with a regular formal opportunity to participate in the management of the University at an institutional level and to provide advice to the Vice-Chancellor, and through the Vice-Chancellor, to the Senate, about significant matters relevant to the management and operation of the University."

In 2009, SEG had six committees (Education, Research, Research Training, External Relations, International Affairs, and Operating Resources), each chaired by a deputy vice-chancellor. Each of these committees was responsible for providing SEG with advice and recommendations relevant to their area of responsibility. A senior member of staff represented each faculty on most of the SEG committees. As part of the University's strategic plan for the five years to 2015, SEG and its committees were restructured with effect from January 2011 to better represent the scale of University activity."

In August 2010 Senate approved the University's Strategic Plan 2011-2015. It included as Strategy One: Refine our Governance Structures

The University's vision was one of an institution where groups of academic communities held one another both academically and financially accountable, and developed coordinated strategies to achieve the University's strategic purpose. This required effective structures for institutional governance and collective decision-making.

. oversee the implementation of the University's strategic plan

. account to Senate for the financial and academic viability and sustainability of the University

. protect and enhance the position and reputation of the University

· oversee performance monitoring and improvement, regulatory compliance and quality assurance processes

· maintain the University's risk register and ensure appropriate risk mitigation within the context of the overall Risk Framework

· oversee the University's curriculum, teaching, research and research training, in conjunction with the Academic Board

· oversee the University's human resources management and capability planning

. review the University's budget prior to its presentation for Senate approval

· prioritise digital and physical infrastructure projects

· oversee, in conjunction with the Academic Board, the programs of faculty reviews conducted jointly by the Curriculum Committee and the Academic Board

· review and approve SEG committee and divisional board recommendations regarding policies, procedures, programs and initiatives

· negotiate compacts with divisions regarding their research and teaching excellence strategies.

Meeting fortnightly SEG membership in 2011 comprised the Vice-Chancellor (chair), all deputy vice-chancellors, the Chair of the Academic Board, proportional representation of each of the seven academic divisions(including the dean of each of the University's 16 faculties), the Director of Human Resources and the Chief Financial Officer. A number of senior staff members routinely attended SEG meetings to assist it with the conduct of its business and with the communication and implementation of its decisions.

SEG's decision making was underpinned by a number of committees and divisional boards that undertook detailed analysis and planning in particular areas of expertise and interest.

The committees provided expert, high-level strategic advice to SEG, and engage SEG members, along with other experts, in the detailed preparation of matters for SEG consideration. There were student members on all SEG committees.

Principles for membership of SEG, Committees and Divisional Boards:
· The chair of each committee and divisional board will be a member of SEG. The Vice-Chancellor will designate which SEG member will chair each of the committees.
· All deans will be members of SEG.
· Divisional boards may decide the method by which they appoint members of committees. However, committee members appointed by divisional boards will preferably be members of those boards.
· Divisions will appoint members to the committees not as representatives of the division, but on the basis of their capacity to advise the expert group regarding the particular circumstances of their division.
· Student members of SEG committees will be nominated by the SRC and SUPRA.
· Committees may have other officers of the University in attendance to provide expertise, or invite members to join them for a specified time or for particular projects.
· Committees and boards can establish, as they see fit, sub-committees or working parties either to conduct specific projects or to ensure that the views of relevant staff are represented in committee deliberations.
· The Deputy Vice-Chancellor, Indigenous Strategy and Services may attend any SEG committee meetings.
· The General Counsel (or nominee) has a standing invitation to attend all meetings of SEG and each of its committees.

SEG Committees:

The SEG Committees focus on key University-wide themes, such as education and research training, finance and infrastructure, and curriculum and course planning. They provide expert, high-level strategic advice to SEG, and engage SEG members, along with other experts, in the detailed preparation of matters for SEG consideration. Committees were

Aboriginal and Torres Strait Islander Strategy and Services Committee

Alumni, Development and Marketing Committee

Australian Institute for Nanoscale Science and Technology Board

Colleges Consultative Committee

Cultural Resources Committee

Curriculum and Course Planning Committee

Disability Action Plan Committee

Education Committee

Finance and Infrastructure Committee

Human Resources and Equity Committee

International Committee

Research Committee

Research Training Committee

Strategic Priority Areas for Collaboration Committee

Work Health and Safety Committee.

The SEG was replaced by the University Executive in September 2016 to better support the 2016-2020 Strategic Plan. Some of the committees were abolished and others continued to operate until the end of 2016.