- Background information
- Policy Statement and Principles
- Roles and Responsibilities
- Further Assistance
Physical and virtual asset management is a strategic process that uses a robust planning framework, designed to deliver the University’s strategic outcomes. The process supports campus developments while adhering to the University’s Mission and Values.
Construction and maintenance of built infrastructure represents one of ACU’s highest annual operating costs. As ACU engages in more complex deployment of capital, the University needs coherent lines of communication and clear procedures to support such exercises.
This Policy aims to ensure that all University building works are well founded, comply with approved University framework plans, contractual obligations and other University policies and standards.
The development of the Buildings and Estates Policy forms part of the University’s strategic planning processes and establishes priorities for the commitment of funds for future capital projects.
Campus Development Framework refers to the documentation of critical and relevant information that informs investment decisions for each campus. Documentation consists of but is not limited to matters relating to:
- Campus history and heritage elements
- Assessment of location and context
- The student experience
- Placemaking strategies
- Sport and recreation opportunities
- Community engagement priorities
- Strategic space planning analysis and assessment
- Sustainability policy initiatives
- Social infrastructure
- Physical infrastructure initiatives to address capacity or compliance issues.
Campus Development Plans indicate how each Campus is proposed to develop in the medium term and outline project phasing and delivery targets to support University growth and change arising from detailed analysis of Enrolment and Research plans undertaken in association with key Portfolio stakeholders, as well as other local and national priorities identified in the Campus Development Frameworks.
The Infrastructure Plan is the 10 year rolling capital investment plan and encompasses the University’s overall annual capital expenditure and is made up of two elements: the Properties and Facilities Capital Plan, and the Information Technology Capital Plan.
The Buildings and Estates Capital Plan outlines the detailed planned expenditure on physical building works of the University on an annual basis, outlining allocations and budgets for Major Projects (over $5M), Medium Projects (between $1M to $5M), Programs of Work (Refurbishment, Capital Asset Replacement, Minor Works), Health, Sport and Wellbeing Projects and Property Acquisitions.
This policy applies to the management of University capital works that involve physical building development, refurbishment and operation. While information and communication technology works are enablers of the Buildings and Estates Policy, policy oversight, decision processes and procedures concerning ICT sit outside the scope of this document.
5. Policy Statement and Principles
The University will set aside an annual allocation for capital projects (the Infrastructure Plan), to be used for campus and building developments (as well as technology and business improvement initiatives).
Capital expenditure will be focused on improving the fitness of University spaces for educational and research activities, taking into account plans for change in academic programs or strategic focus.
Prior to approval projects will be required to identify benefits that will arise from the requested capital investment. These will need to be stated in terms of either revenue generation, revenue protection, compliance, amenity (or a combination of these) and to estimate impact on operational and/or overhead expenses following delivery.
A framework approach to campus development is to be adopted to ensure that project needs are well considered with respect to alignment to the Strategic Plan and the Mission and Identity of the University, consider both local and national perspectives for the student experience, community engagement and placemaking, and reflect as appropriate campus context and heritage, sustainability and necessary enabling infrastructure.
Campus Development Plans are prepared for each campus to outline project initiatives to support the Enrolment and Research Plans, indicating Major and Medium projects, as well as Programs of Work to meet needs identified through a structured approach to space planning involving consultation with each Portfolio and reflective of priorities outlined in the associated Campus Development Framework.
6. Roles and Responsibilities
Vice-Chancellor, as Chief Executive Officer has approval authority over the Buildings and Estates Policy and authority over the priorities within the Infrastructure Plan.
Senior Executive Group is responsible for determining development and resourcing priorities.
Standing and Finance Committee is a standing committee of the University Senate and considers and recommends to the University Senate the overall amount and allocation of capital monies within the Infrastructure Plan each year, as well as approving Major Projects in accordance with the Register of Delegations.
Chief Operating Officer is accountable for the Buildings and Estates Policy and associated Development Plans and capital allocations, and is authorised to approve capital expenditure within an approved Capital Plan in accordance with the Register of Delegations. The COO is the Chair of the Capital Planning Committee.
Capital Planning Committee (CPC) Considers feedback from ICTAC and Campus Committee on proposed projects and the priorities and allocations in the Infrastructure Plan. Considers the recommendations from Director Properties and Facilities, and Director Information Technology on proposed projects and the priorities and allocations in the Infrastructure Plan. Overseeing Infrastructure Plan, capital priorities, cashflows and projects. Makes recommendations to delegated authorities for capital projects, allocations and plans.
Members include: Chief Operating Officer (Chair), Pro Vice-Chancellor, Assisting the Vice Chancellor and President (Chair of Campus Committee), Deputy Chief Operating Officer (CPC Secretary, and Chair of ICTAC), and Chief Financial Officer; In-attendance: Director Information Technology, and Director Properties and Facilities.
Deputy Chief Operating Officer coordinates the preparation of submissions for approval of Capital projects with Senate, Standing and Finance Committee and Capital Planning Committee.
Director, Properties and Facilities is responsible for planning and strategic management of University physical infrastructure, including space planning and management, and for implementing the campus and building developments that emerge from the Buildings and Estates Policy. This position is authorised to approve minor project expenditure within an Approved Capital Plan in accordance with the Register of Delegations.
Campus Committee meets to share campus strategic plans, developments and policies. Campus Committee facilitates capital, human and academic planning on a national, state and campus basis across the University including:
- Considering the proposed Development Plans for each of the University’s campuses and recommending these plans to Senate.
- Reviewing proposed business cases for capital project proposals arising from Campus Development Plans in excess of $5 million and, as appropriate, recommending to Senate for approval via the Standing & Finance Committee to consider within the overall University Budget.
- Considering recommendations from the Capital Planning Committee for projects that are not in accordance with a current Development Plan, and any consequential reprioritising of projects within that Plan.
- Considering reports on the progress of all Major Projects (in excess of $5million) and reports on programs of work within the annual Properties and Facilities Capital Plan.
- Considering proposals and make recommendations to Council on significant changes to University land holdings including the purchase or sale of University land. Recommendations should be made to Senate via the Standing & Finance Committee as appropriate.
Associate Vice-Chancellors and Campus Deans represent the Vice-Chancellor at a regional and campus level, are closely involved in identifying and prioritising campus needs through the preparation and review of Campus Development Frameworks, and are consulted with respect to project initiatives from a local perspective.
Internal Stakeholders include each of the Faculties and divisions within the Provost’s and Chief Operating Officer’s Portfolios, Research Institutes, Students Learning and Teaching and Mission and Identity.
External Stakeholders include the Archdiocese who may own but are also consulted from time to time on the operations of ACU on relevant campuses, Local Government with planning controls, and Landlords and their agents with respect to properties which ACU occupy when in leasehold locations.
The University (through the Office of the General Counsel and the Chief Operating Officer) is the only entity legally capable of entering into agreements (such as purchase contracts or leases) to acquire space or to occupy space owned by others as outlined in the Register of Delegations.
This policy will be formally reviewed every five years.
The University may make changes to this policy from time to time
8. Further Assistance
Enquiries related to this Policy can be directed to the Director, Properties and Facilities.
- Buildings and Estates Policy (Policy, PDF File, 100.1 KB)
|Policy applies to||
|Policy Status||New Policy|
|Approval Authority||Vice Chancellor And President|
|Governing Authority||Campus Committee|
|Responsible Officer||Director, Properties|
|Date of Last Revision||Not Applicable|
|Date of Policy Review *||06/08/2023|
* Unless otherwise indicated, this policy will still apply beyond the review date.
Related Policies, Procedures, Guidelines and Local Protocols
- Delegations of Authority Policy and Register Capital Projects Delivery Procedure
Page last updated: 2019-08-21
Short url: https://policies.acu.edu.au/1665226