Strategy and Culture

Chancellery

Analyst, Strategy, Planning and

Performance

POSITION NO 0033905

CLASSIFICATION UOM 7

SALARY $98,402 - $106,519 per annum

SUPERANNUATION Employer contribution of 17%

WORKING HOURS Full-time

BASIS OF EMPLOYMENT Continuing

OTHER BENEFITS https://about.unimelb.edu.au/careers/staff-benefits

HOW TO APPLY
Online applications are preferred. Go to
http://about.unimelb.edu.au/careers, select the relevant option
(‘Current Opportunities’ or ‘Jobs available to current staff’), then
find the position by title or number.

CONTACT Ms Louise Davidson

FOR ENQUIRIES ONLY
Tel +61 3 9035 5882
Email [email protected]
Please do not send your application to this contact

For information about working for the University of Melbourne, visit our website:
about.unimelb.edu.au/careers
0033905 The University of Melbourne

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Position Summary
The Strategy, Planning and Performance Analyst, supports the effective formulation and delivery
of the University’s institutional strategy, supported by an integrated strategic framework for the
University. This includes environmental scanning, competitive analysis, overseeing the alignment
of institutional and divisional strategies, effective delivery of the annual load and business
planning cycles and performance monitoring. The Analyst will produce strategic analyses with a
strong focus on providing evidence-based advice leading to improved decision-making
outcomes.,.
This role includes regular reporting against the University’s Strategic Plan, monitoring and
evaluating performance against improvement plans and recommendations arising from the
strategic planning and quality review process. This role requires a comprehensive understanding
of the drivers, including risks, underpinning performance in higher education both nationally and
internationally.
The Analyst will work collaboratively within a small team and report to the Executive Director
(Strategy, Planning & Performance). The Analyst may also work more broadly with Strategy leads
within Chancellery and with stakeholders across the University. To be effective in this role, strong
skills in communication, collaboration, discretion and flexibility will be critical, in addition to strong
project management, stakeholder engagement and problem-solving skills in a responsive and
dynamic team environment.

1. Key Responsibilities
• Strategy
o Contribute towards the formulation of critical strategic analyses to shape strategic plans
at the University and Faculty level, including the development of cross campus strategies
and plans, and advise senior campus leaders and University leadership in relation to these
analyses.
o Provide effective support of committees, in particular the Strategy, Planning and
Coordination Sub-committee.

• Planning
o Deliver project schedules, plans and documentation to ensure the successful
implementation of the annual strategic planning and budget cycle.
o In collaboration with the University Decision Support, validate and prepare institutional
research data for internal and external reporting.
o Analyse and assess institutional load planning data for Chancellery and University
Executives and how they might be used to inform strategic planning, including through
the effective support of committees and key planning events during the year.
• Performance
o Produce analysis on global ranking performance and provide recommendations to
senior executive on opportunities for improvement.

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o Support the development of new performance metrics to reflect and enable strategy,
based on an expert understanding of key data sets, understanding the higher education
context and benchmarking against the University’s national and international position.
o Provide solutions and recommendations to Campus leadership based on these detailed
performance analytics.

2. Criteria
2.1 ESSENTIAL

A postgraduate or progress towards a postgraduate qualification in a relevant discipline

and/or equivalent mix of education and relevant experience.
Demonstrated capacity to frame complex challenges and pose solutions that improve
outcomes and are aligned to organisational priorities.
Demonstrated ability to build trusting and productive relationships with stakeholders
with diverse needs, perspectives, and priorities in a large and complex organisation and
to manage conflict and/or sensitive issues with discretion and respect.
Excellent written and presentation skills demonstrated in a capacity to synthesise and
distil complex perspectives into succinct reports to inform decision making, meet
compliance requirements and progress program goals.
Demonstrated project management skills with the ability to balance competing priorities
and /or deadlines in a dynamic organisational setting.
Proven ability to independently progress work to a high level, to collaborate respectfully
and effectively with a high-performing team, and to exercise judgement in seeking
advice to ensure quality outcomes.
Advanced analytical skills, with a sophisticated understanding of and ability to interpret
data as it relates to finance, budgets, students, surveys, research, and staff within a
higher education context. A demonstrated competency in data analysis and business
intelligence tools and Excel, Power Bi, Microstrategy or equivalent.

2.2 HIGHLY DESIRABLE

Experience working in strategic planning, ideally in higher education and collaborating
across large organisations.
Demonstrable evidence of contributing to performance improvement using predicative
performance analytics across a complex organisation.
An understanding of higher education policy nationally and internationally.

3. Job Complexity, Skills, Knowledge

3.1 LEVEL OF SUPERVISION / INDEPENDENCE

Under broad direction from the Executive Director and other members of the SPP
leadership team, the Analyst is expected to work with a high level of leadership, initiative,
be self-motivated, plan and prioritise workloads. They will work collaboratively within a
small team, and more broadly with members of the Strategy, Planning & Performance
team. The incumbent will also work with colleagues across Chancellery and academic
divisions, at all levels.

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3.2 PROBLEM SOLVING AND JUDGEMENT

The Analyst is required to possess highly advanced strategic, conceptual, analytical and
problem-solving skills. They will be required to undertake a variety of tasks ranging in
scale and complexity. The incumbent is required to demonstrate sound independent
judgement on issues of significance, discretion and management of sensitive and
confidential issues.
3.3 PROFESSIONAL AND ORGANISATIONAL KNOWLEDGE

The Analyst is expected to have broad current knowledge of accessibility and inclusion,
actively participate in key networks to maintain an up-to-date awareness of research and
activities. The incumbent is expected to develop a broad knowledge of University policies
and procedures particularly as they relate to diversity and inclusion issues.

3.4 RESOURCE MANAGEMENT

This position will not have direct budget management.

4. Equal Opportunity, Diversity and Inclusion

The University is an equal opportunity employer and is committed to providing a workplace free
from all forms of unlawful discrimination, harassment, bullying, vilification and victimisation. The
University makes decisions on employment, promotion and reward on the basis of merit.
The University is committed to all aspects of equal opportunity, diversity and inclusion in the
workplace and to providing all staff, students, contractors, honorary appointees, volunteers and
visitors with a safe, respectful and rewarding environment free from all forms of unlawful
discrimination, harassment, vilification and victimisation. This commitment is set out in the
University’s People Strategy 2015-2020 and policies that address diversity and inclusion, equal
employment opportunity, discrimination, sexual harassment, bullying and appropriate workplace
behaviour. All staff are required to comply with all University policies.
The University values diversity because we recognise that the differences in our people’s age,
race, ethnicity, culture, gender, nationality, sexual orientation, physical ability and background
bring richness to our work environment. Consequently, the People Strategy sets out the
strategic aim to drive diversity and inclusion across the University to create an environment
where the compounding benefits of a diverse workforce are recognised as vital in our
continuous desire to strive for excellence and reach the targets of Growing Esteem.

5. Occupational Health and Safety (OHS)

All staff are required to take reasonable care for their own health and safety and that of other
personnel who may be affected by their conduct.
OHS responsibilities applicable to positions are published at:
https://safety.unimelb.edu.au/people/community/responsibilities-of-personnel
These include general staff responsibilities and those additional responsibilities that apply for
Managers and Supervisors and other Personnel.

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6. Other Information
6.1 STRATEGY AND CULTURE

The Strategy and Culture portfolio includes six teams:

University Governance: Provides expert advice and governance support to the University
Council and its subcommittees and the University Executive. The Academic Board
Secretariat within the Governance team provides expert advice and governance support
for the Academic Board, which is a committee of Council established under the University
of Melbourne Act with delegated oversight of academic policy and quality. University
Governance also oversees the University's regulatory framework.
Strategy, Planning and Performance: Oversees the development of the University
strategic plans and enabling plans, and their integration and implementation through the
academic and business planning framework. SPP also is responsible for monitoring and
reporting on performance, including institutional rankings and international
benchmarking, and undertaking institutional research and business analysis.
Policy and Government Relations: Provides analysis and insight regarding public policy
related to the work of the University, develops and advocates policy positions and
coordinates and supports the University's relationships with Government.
Community and Cultural Partnerships: Spans the strategic leadership of the University’s
place-based engagement priorities, including campus neighbourhoods, Melbourne’s west
and the Goulburn Valley; and cultivating relationships with key community and civic
partner organisations, including several organisations working to advance Indigenous
development. The team also has oversight of the development of the cultural estate plan
and cultural affiliates and departments such as the Potter Museum, Melbourne Theatre
Company and Science Gallery.
Communications and Marketing: Chancellery Marketing and Communications formulates
and leads strategies in support of the University of Melbourne’s overarching strategic
plan, Growing Esteem. It fosters a culture of best practice and collaboration across the
University’s marketing functions and uses marketing insights to inform decision-making
across the University.

6.2 BUDGET DIVISION

The Chancellery is led by the Vice-Chancellor and has a University-wide focus on:
delivering strategic leadership allocating
capital according to strategic priorities
developing and overseeing a business framework that includes appropriate financial
and other organisational planning and controls ensuring identity or brand is
consistent with strategic intent and purpose, and
overseeing policies and initiatives that develop the academic and professional expertise
of University staff members.

6.3 THE UNIVERSITY OF MELBOURNE

Established in 1853, the University of Melbourne is a leading international university with a

tradition of excellence in teaching and research. The main campus in Parkville is recognised as
the hub of Australia’s premier knowledge precinct comprising eight hospitals, many leading
research institutes and a wide-range of knowledge-based industries. With outstanding
performance in international rankings, the University is at the forefront of higher education in the
Asia-Pacific region and the world.
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The University employs people of outstanding calibre and offers a unique environment where
staff are valued and rewarded.
Further information about working at The University of Melbourne is available at
http://about.unimelb.edu.au/careers
6.4 ADVANCING MELBOURNE

The University’s strategic direction is grounded in its purpose. While its expression may change,
our purpose is enduring: to benefit society through the transformative impact of education and
research. Together, the vision and purpose inform the focus and scale of our aspirations for the
coming decade.
Advancing Melbourne reflects the University’s commitment to its people, its place, and its
partners. Our aspiration for 2030 is to be known as a world-leading and globally connected
Australian university, with our students at the heart of everything we do.
We will offer students a distinctive and outstanding education and experience, preparing them
for success as leaders, change agents and global citizens.
We will be recognised locally and globally for our leadership on matters of national and global
importance, through outstanding research and scholarship and a commitment to collaboration.
We will be empowered by our sense of place and connections with communities. We will take
opportunities to advance both the University and the City of Melbourne in close collaboration
and synergy.
We will deliver this through building a brilliant, diverse and vibrant University community, with
strong connections to those we serve.
The means for achieving these goals include the development of the University of Melbourne’s
academic and professional staff and the capabilities needed to support a modern, world-class
university. Those means require a commitment to ongoing financial sustainability and an
ambitious infrastructure program which will reshape the campus and our contribution to the
communities we engage with. This strategy, and the priorities proposed, is centred around five
intersecting themes: place, community, education, discovery and global.

6.5 GOVERNANCE

The Vice Chancellor is the Chief Executive Officer of the University and responsible to Council
for the good management of the University.
Comprehensive information about the University of Melbourne and its governance structure is
available at https://about.unimelb.edu.au/strategy/governance

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