This report is the outcome of a review into the effectiveness of the publication, “Benchmarking: a manual for Australian universities” by McKinnon, Walker and Davis (1999), as a tool for university improvement. The review aimed to add specific elements to the manual dealing with university complaints and admissions procedures for students, which were not addressed in the original publication, and to explore prospects for enhancing the usefulness of the manual, and benchmarking generally, as a tool for university improvement. A survey of the use of the benchmarking manual was undertaken, along with an in-depth workshop and discussion program in six case study universities over a four-month period.
The project found that the benchmarking manual was not seen positively as a tool that could assist universities with their improvement agenda. It was seen as having confusing language and concepts, as being a “one size fits all” top-down approach. It was seen to also contribute further to the existing uncertainty and suspicion with which evaluation and auditing processes generally are regarded in universities. Findings from the survey and workshops indicate that organisational improvement is a more personal process for staff and stakeholders than that fostered by a template-based manual. It needs to incorporate collaboration and connectivity across stakeholder interests, learning and knowledge exchange, and leadership commitment.
The report recommends that the original manual not be updated, although benchmarking templates for student admissions and student complaints are presented. An alternative five-phase approach to organisation improvement for universities is presented, involving: reviewing the current environment impacting on the area where improvement is being sought; agreeing on a strategy plan to implement initiatives and on a performance assessment regime; being committed to implementation; reviewing progress; and learning for continuous improvement.