How Benchmarking is Making a Difference at Carleton University

1. How Benchmarking is Making a Difference at Carleton University CAUBO Conference – Making Connections June 2008

2. Carleton University Facts • 24,263 Students • 3,691 Total employee population • 2,593 Residence rooms • 30 Academic and administrative buildings • 100,000 + Alumni

3. What is Benchmarking? • “Benchmarking is a systematic and – frequently – continuous process for measuring own performance against Best Practice in order to identify improvement potential.” • Dr. Ing. Holger Kohl

5. Message • “The mean life of productivity improvement fads has been 8.3 years” • “Best Practice Benchmarking has been used for over 20 years” • “Why?….because it works!” • Dr. Camp, Best Practice Institute

6. Office of Quality Initiatives Mission: “We provide and inspire quality through continuous improvement initiatives with a customer focused approach. In collaboration with Senior Management, Faculty, Staff and Students we strive to improve Carleton University’s performance to reach our strategic goals.” Services: • Benchmarking Projects • Customer Service Strategies • Strategic Planning • Process Review • Best Practice Research • Focus Group Team: • Associate Director • Benchmarking Co-ordinator • Part-time Student

7. Benchmarking Model • Benchmarking Steering Committee • Benchmarking Team • Office of Quality Initiatives

8. Benchmarking Steering Committee Chair: VP, Finance & Administration Core Members: Director, Institutional Research and Planning Director, Human Resources Director, Internal Audit and Advisory Services Assistant VP, University Services Assistant VP, Facilities Management and Planning Executive Communications Advisor Manager, Project Office, Computing & Communications 1-2 Representatives from outside the Finance & Administration Division Rotating Member: Process Owner(s) Benchmarking Team Team Leader: Manager 1-2 Employees 1-2 Stakeholders 1-2 Users/Customers Benchmarking Co-ordinator Implementation Team Team Leader: Manager 3-4 Employees Additional stakeholders as needed

9. Benchmarking Team Team Leader: • Process Owner Team Members: • Process Specialists • Other Stakeholders • Customer Representatives Benchmarking Co-ordinator: • Facilitator and Researcher

10. Benchmarking Processes Plan Benchmarking Process Implement Internal Data Collection and Analysis Plan Implement External Data Collection and Analysis Plan Identify Recommendations for Change Improve Performance

11. Identify what to benchmark Introduce the benchmarking process Develop the measurement plan Phase I: Plan the Benchmarking Process Develop the data collection and analysis plan

12. Phase II: Implement the Internal Data Collection and Analysis Plan • Survey Results • Internal Procedures Collect and analyze internal published information • Focus groups • Process mapping Collect and analyze internal original research data

13. Phase III: Implement the External Data Collection and Analysis Plan • Professional Associations • Articles • Website searches Collect and analyze external published information Collect and analyze external original research data • Surveys • Conferences • Site visits

14. Brainstorming Website Research Telephone Surveys Teleconferences Web Presentations Site Visits Benchmarking Funnel

15. Typical Questions • What is your process for (insert topic/scope)? • How do you do it? • How well do you do it? • How do you know how well you do it? • What are your challenges? • What have you improved recently/or what are you about to improve?

16. Mindset • Look beyond higher education for benchmarking partners • Think continuous improvement • Move mindset from we’ve always done it this way

17. Benchmarking Sites Canada • McGill University • University of Ottawa • Queen’s University • Statistics Canada • Regional Municipality of Niagara United States • Penn State University • Notre Dame University • University of Texas at Austin • State Farm Insurance

18. Phase IV: Identify Recommendations for Change Select the changes to improve performance Obtain the support of the Steering Committee

19. Develop implementation plan Implement the changes Measure the impact and report the results Phase V: Improve Performance

20. Projects Completed • 13 completed since 2003 • 2 more currently under way • 4 – 6 months to complete • Up to 4 completed per year

21. Processes Improved • Application for Residence • Managing Custodial Contract and Services • Tuition Payment • Accessing Courses • Textbook Adoption/Ordering • Security of Athletics Facilities • Hiring • Awards Administration • Managing Construction Project Delivery • Creating Healthy Workplace Culture

22. Challenges • Collecting relevant data • Time consuming process • Keeping an open mind • Narrow to critical few recommendations • Keeping momentum going through implementation • Change management

23. Successes • Raise awareness of key decision makers • Gaining a shared understanding of processes • Breaking down silos • Best practices research • Open dialogue with customers/departments • Career development for employees

24. Productivity Impact • Cycle time to respond to and accept applications to residence improved by 3 months • Reduced the residence vacancy rate from 3.5% to 0.4% • Increased residence revenue by $400,000 • Completely eliminated line-ups at the Business Office • Reduced the number of scholarship refunds issued by 50% • Increased the percentage of total payments (e.g. tuition) processed electronically from 59% to 77% • Reduced the number of thefts in the athletics facility by 35%

25. Moving Forward • Build momentum • Align with strategic planning • Broaden to the entire university • Introduce mini benchmarking projects

26. “Look before you find yourself behind” • Benjamin Franklin

27. Visit our website http://www.carleton.ca/qualityinitiatives