Benchmarking Guidelines

Although the University does not prescribe any particular approach to benchmarking, Faculties and Divisions must be aware of the management arrangements that apply as described in Managing Benchmarking.

The benchmarking process suggested by the University follows the University’s Quality Assurance Planning and Budgeting, Implementation, Review and Improvement (PIRI) system.

Types of Benchmarking

The University employs a number of different types of benchmarking to support its goal of continuous improvement:

• Strategic Benchmarking
  Used to improve overall performance by examining the long-term strategies and general approaches of institutions that have succeeded in areas of strategic priority for the University.
• Performance Benchmarking
  Used to compare and monitor the performance of the University with its peers using a range of metrics including financial, research, and learning and teaching performance indicators.
• Functional Benchmarking
  Used to compare and improve functional areas in the organisation such as Human Resources or Finance.
• Process Benchmarking
  Used when the focus is on improving specific critical processes and operations. Benchmarking partners are sought from best practice organisations that perform similar work or deliver similar service.
• Internal Benchmarking
  Involves comparing practices and processes with other units in the University. The advantage of internal benchmarking is that access to sensitive data and information is easier; standardised data is often readily available; and usually less time and resources are needed. There may be relatively few barriers to implementation as practices may be relatively easy to transfer across the same organisation.
• International Benchmarking
  Involves strategic, performance, functional and process benchmarking with comparator institutions overseas.  International benchmarking widens the University’s focus and helps to ensure international competitiveness.
• Quantitative Benchmarking
  Looks at quantifiable outputs of an operation. The benchmarks are hard measures. Measurement is critical to help the University monitor its current performance relative to that of best practice institutions.
• Qualitative Benchmarking
  Looks at the systems and processes that deliver the results. The qualitative benchmarks are generally attributes of best practices in a functional area and these benchmarks could be simply a checklist of essential attributes constituting best practice.

Selecting Benchmarking Partners

Selecting appropriate benchmarking partners is essential for successful strategic and performance benchmarking. The University usually undertakes this type of benchmarking with other Go8 universities.  A benchmarking partner should:

• Have a compatible mission, values and objectives
• Be of comparable size
• Be a research intensive university
• Have a similar discipline mix
• Have superior performance in the areas to be benchmarked
• Have a commitment to quality management and a ‘willingness to share’.

In addition to the above, international benchmarking partners should:

• Have a Memorandum of Understand (MOU) with the University or other agreement, preferably including reference to benchmarking.
• Have English as the primary language.

For functional and process benchmarking, choose partners with best practice in the areas or processes to be compared.

Membership of benchmarking consortia is another avenue for comparing performance and outcomes with other institutions.

Benchmarking Resources

The area that initiates and manages the project will be responsible for providing the resources for the project. The following resources are normally needed for a benchmarking project:

• Staff time
  An investment of staff time is required in collecting, analysing and reporting benchmarking data.
• Logistical Costs
  Some benchmarking projects may require site visits or participation in benchmarking partners’ forums.
• Implementation Costs
  The implementation of recommendations arising in the final stage of the benchmarking project may incur costs.

Communicating Findings

The value of benchmarking is considerably enhanced if the findings are shared with similar or related units within the University.  The University encourages the production of benchmarking reports that can be included in the Benchmarking Reports Repository for the benefit of other sections of the University. This includes externally produced consortia reports.

Benchmarking reports will vary depending on the size and complexity of the exercise. They may include:

• a gap analysis
• a discussion of best practice examples
• recommendations for the adaptation of initiatives to the University of Adelaide context
• a cost/benefit analysis.

Progress towards implementing improvements based on benchmarking projects, and their effect on outcomes, should also be shared and areas are encouraged to submit and discuss progress with similar units, and with University committees and bodies, such as the University Research Committee, the University Learning and Teaching Committee and the Internationalisation Committee.

Ideally, implementation plans should be prepared to operationalise recommendations arising from benchmarking reports. Progress against these plans should be regularly monitored.

Benchmarking reports should be lodged with the Quality and Reviews Unit by the areas undertaking benchmarking projects.

Benchmarking Checklist

The Checklist covers the key activities of benchmarking: