Committees and the Quality Cycle

Monash University has number of management and advisory committees.  Some are mandated in Statute; others are formed for management purposes and of information sharing and communication.  Regardless of whether the committee has decision-making powers or not, its purpose and contribution to university operations needs to be clear.

The Monash Quality Cycle and Monash's commitment to continuous quality improvement apply equally to the operation of committees as to other areas.  Quality at Monash notes that "Monash........places major importance on individuals and work teams taking responsibility for their own quality assurance and improvement processes.  Such an approach is consistent with the needs of a large, diverse, international and knowledge-based organisation".¹  Monash also values feedback, self-reflection and external reference by groups and individuals² in order that they continue to learn and improve.  These principles suggest that committees periodically collect feedback on their role and functioning, reflect on this and if possible, seek comparisons in order to gauge their effectiveness against similar internal and external groups.

The elements of the quality cycle are plan, act, evaluate (monitor and review) and improve.

There is no one "right way" to effect the quality cycle in a committee's work but the following are examples of activities that a committee might undertake to check on its processes.

Plan

Does the committee:

• have current terms of reference that have been agreed by the person or body to which the committee reports?  Terms of reference act as a starting point for planning;
• plan to ensure it meets any requirement for legislative compliance?
• consider its terms of reference and core tasks in reflecting on its membership composition (including co-opted members) from time to time?
• plan and inform members of meeting dates in a timely fashion?
• consider moving locations in order to demonstrate its commitment to being multi- campus when developing its meeting schedule?
• if relevant, plan meeting times to allow participation by tele or video conference of Monash University Malaysia and Monash South Africa?
• consider the schedule for the year, and for each meeting, to balance 'topic' or 'thematic' items with normal 'business'?
• develop position descriptions for the chair, other positions within the committee (including sub committee or special purpose roles) and ordinary members?
• plan induction sessions including documentation and briefings of new members of new roles (eg chair)?
• plan specifically to welcome and induct staff members?
• plan to ensure the active engagement of all or most participants?
• plan for succession management of leadership positions (chair, deputy chair etc) and membership?
• plan to invite external speakers or visitors?
• plan to monitor its own processes and success?
• plan to review itself, from time to time?
• plan to communicate and publicise its activities to the university and more widely by, for example, maintaining a website including its terms of reference, place in the committee/management structure, agendas, minutes, membership, 'hot topics' etc?
• plan the ways in which committee members will 'cascade' information on the committee's activities back to those in their faculty/division/work area (where there is an expected role of committee members)?

Act

Most of the points under 'plan', if undertaken, demonstrate the 'act' aspect of the quality cycle.

Monitor

Within the quality cycle, 'monitor' refers to information collected and examined by the group itself in order to improve.  Monitoring is usually undertaken frequently (ie at least annually).

Does the committee:

• use minutes or action lists to record and track progress in achieving the committee's various activities?
• ask its members to undertake self assessments of their own participation and effectiveness of the committee?
• survey all members with regard to effectiveness, efficiency, what members consider the committee to be doing well and how it might improve?  (see adaptation of Council's questionnaire, attached);
• seek feedback from external groups such as those contributing business to the committee, and the person or body to which the committee reports?
• follow up on the monitoring information it develops?  For example, the chair may follow up on 'one-to-one' with members and/or an action plan may be developed;
• produce time-series data on the results of surveys and monitoring information in order to track improvements?

Review

Has the committee:

• planned or undertaken a formal review of its role, functions, place in the committee system, effectiveness and efficiency?
• engaged an external perspective to inform the review process?
• systematically considered and acted upon the findings of the review?

Improve

Does the committee:

• collect and celebrate examples of improvements to the university that it has initiated and/or facilitated?
• demonstrate to its members improvements that have been made in the committees functioning, effectiveness or efficiency?
• demonstrate to external stakeholders (constituents of the committee and the person or group to which the committee reports) improvements to its functioning, effectiveness or efficiency?
• publicise improvements to the university or more widely, through its web page, for example?

¹ Quality at Monash - Values and Principles, 2001, p3 [www.adm.monash.edu.au/cheq/quality]
² Quality at Monash - Values and Principles, 2001, p3

For each item below, place a tick in the column that best describes your opinion of the committee's operation.

Comments/suggestions for improvement:

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