QUALITY and PRODUCTIVITY AWARDS PRIX De La QUALITÉ Et De La PRODUCTIVITÉ

2007 QUALITY and PRODUCTIVITY AWARDS PRIX de la QUALITÉ et de la PRODUCTIVITÉ

Sponsored by/Sous les auspices des : 2007 QUALITY and PRODUCTIVITY AWARDS PRIX de la QUALITÉ et de la PRODUCTIVITÉ 2007

his year marks the 20th anniversary of the ette année marque le 20e anniversaire du programme Quality and Productivity Awards Program. des prix de la qualité et de la productivité. Depuis TSince 1987, the Q & P program has generated C 1987, ce programme a suscité près de 700 candida- just under 700 submissions, 43 institutions have been tures, 43 établissements ont vu leurs réalisations primées recognized for their achievements, and over $360,000 et plus de 360 000 $ ont été remis en prix. La multitude de in cash prizes have been awarded. The many submis- candidatures témoigne de la capacité de nos établissements sions demonstrate the ability of our institutions to d’innover dans les situations caractérisées par de nouveaux innovate in the face of new and emerging challenges. Phyllis Clark défis. Les projets primés ont servi de pratiques d’excellence The winning projects have served as best practices for Chair/Présidente pour les gestionnaires des universités et des collèges, les managers in universities and colleges, helping them improve aidant ainsi à améliorer la qualité des services et à réduire les coûts. the quality of services and reduce costs. Accompagnez-nous dans la présentation des lauréats de cette année Join us in this issue as we feature, alongside our current et du rappel de quelques projets et initiatives mémorables qui ont winners, some memorable projects and initiatives from the past ponctué les 20 dernières années. Les comparaisons et les contrastes qui 20 years. The comparisons and contrasts to current issues and se dégagent par rapport aux enjeux actuels et aux solutions nouvelles solutions are remarkable and demonstrate the technological sont remarquables et démontrent à quel point le monde dans lequel le and environmental evolution of the world in which the higher milieu de l’enseignement supérieur fonctionne a évolué sur les plans education community functions. de la technologie et de l’environnement. Since 1987, choosing winners from the many excellent sub- Depuis 1987, le Comité a toujours eu de la difficulté à choisir des missions has always presented a challenge for the committee. lauréats parmi les nombreuses excellentes candidatures. Cette année This year was no exception. The Q & P Committee reviewed ne fait pas exception. Le Comité des prix de la qualité et de la produc- 36 submissions for awards, with all regions well represented. tivité a étudié 36 dossiers, parmi lesquels toutes les régions étaient The ideas were imaginative, often blindingly simple in con- bien représentées. Les idées étaient ingénieuses, souvent terriblement ception (as in – why didn’t we think of that?) and culturally simples sur le plan de la conception (du genre à faire dire – pourquoi n’y adept. All of the projects embodied substantial investments avons-nous pas pensé avant?) et adaptées du point de vue culturel. Tous of time, energy and money. It is especially worth noting that les projets représentaient des investissements substantiels de temps, the three winners represented the geographical breadth of d’énergie et d’argent. Il vaut particulièrement la peine de souligner que Canada’s universities. les trois lauréats attestent de l’étendue géographique que couvrent les This year, the quality of the proposals was uniformly very universités canadiennes. high. Although people continue to exploit technology in many Cette année, la qualité des propositions était uniforme et très élevée. projects, there was an interesting emphasis on training, compli- Même si les gens continuent d’exploiter la technologie dans bon nombre ance, accountability and audit in various forms. Better service de projets, il est intéressant d’observer un penchant pour la formation, to students also motivated some of the submissions. la conformité aux normes, l’imputabilité et la vérification sous diverses The dissemination of ideas across the university community formes. L’amélioration des services aux étudiants a également motivé is one of the main goals of the Q & P awards program. The plusieurs dossiers. committee has always believed that many of the submissions La dissémination des idées dans toute la communauté universitaire not receiving awards merit dissemination in the sector. There- constitue l’un des objectifs principaux du programme des prix de la fore, CAUBO will again post all submission to its web site. We qualité et de la productivité. Le Comité a toujours cru que beaucoup encourage all of you to review the excellent initiatives that are de candidatures non primées méritaient d’être connues dans le milieu. taking place across Canadian universities. C’est pour cette raison que l’ACPAU va de nouveau verser tous les dos- Finally, the committee would also like to take this oppor- siers de candidature sur son site Web. Nous vous encourageons tous à tunity to thank this year’s sponsors who make the awards prendre connaissance des excellentes initiatives qui sont menées à bien program possible: Budget Rent a Car, Russell Investment dans les universités canadiennes. Group and SunGard Higher Education. Thank you! Pour terminer, le Comité aimerait profiter de cette occasion pour remercier les commanditaires de cette année, grâce auxquels ce programme de prix est rendu possible : Budget Rent a Car, Russell Investment Group et SunGard Higher Education. Merci!

Members of the Selection Committee/Membres du Comité de selection

Phyllis Clark, Vice-President (Finance and Administration), University of Alberta Pierre Garceau, Directeur, Département du service des finances, École de technologie supérieure Gary Brewer, Vice-President (Finance & Administration), York University Patricia Hibbitts, Vice-President, Finance and Administration, Simon Fraser University Ron MacDonald, Chief Executive Officer, Interuniversity Services Inc. André Racette, Directeur des finances, Université de Montréal Valerie Nilsson, Regional Travel Manager, Budget Rent a Car of Canada Bruce Curwood, Director, Institutional Solutions, Russell Investment Group Sherri L. Newcomb, Executive Director, Financial Management Solutions, SunGard Higher Education Carole Workman, Executive Director, CAUBO/ACPAU

24 UNIVERSITY MANAGER • Summer 2007 1987–2007 Celebrating 20 years | Le programme fête ses 20 ans

National FIRST Prize McGill University

Homer’s Physics Seminar Series Homer’s Physics is a seminar series geared for non-researchers within McGill’s Physics Department. This ‘in-reach’ program is designed to inform the department’s technical, clerical and managerial staff what the researchers are working on and how their support has benefited this research. On a monthly basis, researchers present their work in language that ‘Homer Simpson’ would understand – hence the name. The issue of integrating new professors within the department led to the inception of the series. Newer staff is often unaware of the resources available when arriving in an institution. An informal method to introduce them to the support staff was to hold research seminars in which researchers present their work and support staff become aware of the research being done, which enables them to offer better assistance. This original team-building exercise also allowed for significant productivity benefits. Being informed on the department’s activities, better purchasing decisions are made, thus benefiting from economies of scale. (L-R) Louise Decelles and Diane Koziol. The seminars are informal so as to be inclusive and less intimidating to non-academic staff. A departmental listserv is used to invite staff and researchers, although no formal follow-up has been set-up to encourage informal exchanges. A web site (www.physics.mcgill.ca/seminars/homer) provides access to all the presentations. The expected outcome of establishing closer ties between academic and support staff has been achieved. Researchers are able to share with the support staff the fire that drives their work and demonstrate how administrative support has directly benefited their research. The support staff is acknowledged for their daily contributions to the entire department, while they are introduced to physics in an intimidation-free format. These seminars have resulted in a higher level of understanding, respect, apprecia- tion, and team-building within the department. They have also contributed to cost savings on equipment, tools, and chemicals purchases.

For further information on this project, please contact: Louise Decelles, Chair’s Secretary (514) 398-6477 [email protected]

Looking back on the last 20 years Number of universities having been selected at least once for an award: 43 Number of awards given: 162 Only university having made a submission in each year of the program: University of Toronto National consortia having received awards: Canadian University Reciprocal Insurance Exchange (1987) Canadian National Site Licensing Project (2001) Regional consortia recognized: Interuniversity Services Inc. (1988) Maritime Universities System (Integration Consortium) (1994) Shared Hierarchical Academic Research Computing Network (2003) Ontario Facility Condition Assessment Program (2003)

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National SECOND Prize The University of British Columbia

SEEDS Maximizing Student, Staff, and Faculty Synergies Sustainability is at the core of UBC’s vision, which states: Aspiring to be one of the world’s best universities, UBC will prepare students to become exceptional global citizens, promote the values of a civil and sustainable society, and conduct outstanding research to serve the people of BC, Canada, and the world. (2005) In 1997, UBC became Canada’s first university to adopt a sustainable development policy calling for it to demonstrate the means to a sustainable community on its campuses. The Sustainability Office was formed in 1998 to co-ordinate efforts towards policy implementation. The university also established SEEDS (Social, Ecological, Economic Development Studies), Western Canada’s first academic program bringing together students, faculty and staff to address sustainability issues on a university campus. SEEDS co-ordinates applied research opportunities for undergraduate and graduate students. Staff mem- (L-R) Karl Carlson, Alex Wilson, Brenda Sawada, bers can request pertinent research, UBC students earn academic credit for their work, Jeff Nulty, Brigid MacAulay, Radoslaw Komenda and and instructors become more involved in the community. Tim Chen. Since SEEDS was launched in late-2000, there have been 241 student reports com- pleted, involving more than 1,500 participants. In 2005/06, SEEDS attracted 30 instructors, 273 students, and 41 staff who studied ecological, social, and economic issues. Not only did SEEDS contribute to the implementation of important campus projects, it also provided opportunities for students to put their academic learning to use. SEEDS projects have benefited the university in many ways, including substantial monetary savings. Since September 2003, they have saved UBC at least $169,000 in consulting fees. Other benefits include: • The Biodiesel Project has led UBC Plant Operations to use 20% biodiesel fuel in its landscape vehicles. • Research from various SEEDS projects has led to a pesticide-free campus. • The Sustainable Seafood Project has led UBC Food Services to adopt sustainable seafood purchasing policies.

For further information on this project, please contact: Brenda Sawada, UBC Sustainability Office (604) 822-3270 [email protected]

Parallels between early winners & ‘07 winners

Student registration by telephone (1987) - U of Alberta Putting students online not inline (2007)) - U of Toronto

Service Excellence Programme (1988)) - York University A sustainable approach to quality improvement (2007)) - Carleton University

Campus Community 4Rs Strategy (1990)) - McMaster University Innovative Waste Management Program (2007)) - Concordia

26 UNIVERSITY MANAGER • Summer 2007

2007 Quality and Productivity Awards | Prix de la qualité et de la productivité

National THIRD Prize Dalhousie University

Improve Service at Dal Widely recognized for outstanding academic quality and teaching, as well as offering a broad range of educational and research opportunities, Dalhousie also recognizes that there is always room to better serve its students. The Improve Service at Dal initiative was lead by the Policy and Process Team, which was established as part of its Integrated Undergraduate Enrolment Management work. The team was chaired by the VP Academic and Provost, and includes two Deans, the Director of Student Success Services, the Registrar, the Controller, two students, and the Special Projects Co-ordinator. The initiative began in November 2005 with community-wide consultation on the question, “Can you identify a policy or a process at Dalhousie that has no sound academic or administrative justification and that impairs service to current or pro- spective students?” The question was publicized through the electronic notice board, by email to every student, and through an advertisement in the student newspaper. (L-R) Joshua Leon, Susan Brousseau, Pat DeMeo, A new email address was created to receive responses. Samuel Scully, Darrell Cochrane, Asa Kachan and Kim Over 250 individuals responded and identified more than 400 issues. The Project Thomson. (Missing) Jen Bond, Nick Cercone, Virginia Co-ordinator worked with the VP Academic and two senior administrators to review Lee, Mary MacGillivray and Mike Tipping. the responses and assign them to the responsible VP, who reviewed them with the appropriate manager or director. From this process emerged a personalized reply to every respondent. Moreover, the initiative has produced changes in policy and improvements in service in various areas, from the Registrar’s Office to Food Ser- vices, from academic regulations to financial services. Awards of $100 were given, and announced to the community, for the best 10 proposals to improve service. The Special Projects Co-ordinator tracks the status of proposals where work continues, and the purpose and spirit of the initiative is featured in the new work on Student Engagement at Dalhousie.

For further information on this project, please contact: Kim Thomson, Co-ordinator, Special Projects (902) 494-2591 [email protected]

Hot in the late-1980s Energy conservation as cost reduction strategy Hot water heating system conversion (U of Manitoba 1987) Campus energy reduction (U of Ottawa 1987) Computerized energy management (U du Québec 1989)

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2007 Quality and Productivity Awards | Prix de la qualité et de la productivité

Atlantic regionAL winner University of Prince Edward Island

Improving Contracted Food Services In 2004, UPEI decided to redefine its approach to contracted food services. The completion of a seven-year contract presented the opportunity for a new RFP based on a new strategic model. Stakeholder feedback helped determine food services areas requiring improvement. Chief among these was the need to offer students improved service through unlimited dining hall access. Under the new contract, students are not limited to set meal times, and may come and go as often as they would like. The dining hall is open morning to evening, and the board program is not based on a declining balance. This allows students to frequent the dining hall anytime, for as little or as much as they would like. Students no longer worry about how much money remains on their account as the semester passes, or how to fit meal times into their schedules. Another change was UPEI’s approach to the contractor’s financial commitments. (L-R) Chris Profit, Gary Bradshaw, Mike Eyolfson, The new approach established the university’s maximum amount of possible return Rex Coffin, Mark Carr-Rollitt, Jonathan Oliver by way of commissions, removing most other financial obligations for the contrac- and Phil Hooper. tor. Rather than build it into the contract, UPEI sought to establish a rate of return that allowed it to cover its own costs for such things as utilities, maintenance and improvement of facilities, and equipment depreciation, replacement and maintenance. The strategy was to keep cash flows in the hands of the university. If money is needed, UPEI is better able to self-fund such projects through internal cash flow and/or better financing rates. It also allows flexibility for decision-making. After two years, the project is considered a success by university administrators, results have shown high levels of customer satisfaction from students, and there has been a positive shift in attitude toward the residence dining experience.

For further information on this project, please contact: Rex Coffin, current Director of Ancillary Services (902) 566-0585 [email protected]

Hot in the mid-1990s Total Quality Management/Re-engineering Quality assurance & productivity improvements with diminishing resources (U of Toronto 1995) Re-engineering procurement procedures (U du Québec 1995) RU quality – introduction of TQM (U of Regina 1992) Technology WWW conference management (McGill 1996) Electronic forms approval (McGill 1994) Student mobile computing (Acadia 1996) ISINET – Nova Scotia higher ed wide area network (1996) Internet employment café (U of Western Ontario 1997) Workflow and imaging technologies for the digital library (U of Alberta -1997)

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2007 Quality and Productivity Awards | Prix de la qualité et de la productivité

ONTARIO regionAL winner University of Toronto - Mississauga

The Paperless Office Puts Students Online Not Inline Expectations were rising for the U of T Mississauga’s Office of the Registrar (OR). As well as dealing with unprecedented enrolment growth, it had to implement systems to meet the needs of a culturally-diverse and technology-minded student population, while ensuring that technology did not threaten its sense of a supportive community that maintained the human factor at the core of its values. Meanwhile, U of T Mississauga had separated from U of T’s Faculty of Arts and Science to become a distinct division of the university, gaining full responsibility of all student records, marks reporting and graduation assessment. Most significantly, according to a survey in 2003, the OR’s services were perceived Members of the University of Toronto Mississauga, to be inadequate, with long lines, unfriendly people and poor quality services. Turn- Office of the Registrar. around time for simple requests was lengthy, telephone lines were always busy, and students with complex or urgent problems could not get the assistance they required. A business process review became paramount. To underscore service culture importance, the OR adopted the basic principals of enhancing student service, improving student experiences, and promoting student success. The OR began a process of re-engineering how it did business and created a paperless office where an administrative database would allow students immediate access to service and provide staff with immediate access to student files and request. In addition, the adoption of the paperless office process would free-up badly needed work space, cut costs and allow for re-sourcing of staff positions. The success of the new electronic document management system and online student services has tremendous implications for streamlining other processes with the OR. Many other divisions of the university, and other universities, have shown interest in adapting this application in their own function in business operations and student services.

For further information on this project, please contact: Diane Crocker, Registrar and Director of Enrolment Management (905) 828-3871 [email protected]

Hot in the new millennium Self-service Web-based student registration and reporting system (UPEI 2000) Infonet – student improvement through self-service (U of Calgary 2000) Online purchasing (U of Montréal 2001) Student accounts payment web site (Dalhousie 2002)

32 UNIVERSITY MANAGER • Summer 2007 1987–2007 Celebrating 20 years | Le programme fête ses 20 ans

QUÉBEC regionAL winner Concordia University

Innovative Waste Management Program Concordia’s Waste Management Program, part of the university’s acclaimed sustainability initiative, began with comprehensive waste and recycling audits in January 2005. Hundreds of representative samples of garbage and recycling across the university campus were scrutinized. A business plan was developed to justify an investment in Concordia’s waste management system and the creation of a full time Environmental Co-ordinator position responsible for the R4 program (Rethink, Reduce, Reuse, Recycle). The project evolved over four phases. First, new recycling signage for the three types of waste collected on campus (paper/cardboard, plastic/glass/metal, and garbage) was designed and implemented on over 500 bins. Second, the location of (L-R) Sami Antaki, Mark Kwiatkowski, garbage and recycling containers was identified and illustrated units on floor plans. Chantal Beaudoin, Louise Hénault Éthier, Lisa Third, new types of recycling units were introduced to eliminate stand-alone garbage Mahabir, Melissa Garcia Lamarca, Marc Champagne, bins and combine them with recycling units. In addition, new cardboard containers Gerry Barrette, Rick Young, Jacques Webster, and were designed and built on campus and ‘special’ recycling units were conceived in Vincent Popadick. order to collect cellular phones, batteries, ink cartridges, CD-ROMs and one-sided, non-confidential paper to make reused notebooks. Finally, a rooftop greenhouse was saved from demolition and an important part of its rejuvenation process included a 24-tonne per year worm-composting system. Feedback indicates that users are very satisfied with the additional recycling services and drop-off points. The education outreach targets the entire university community including students, staff, faculty members and administrators, as well as vendors and suppliers. Open communication and the inclusion of various stakeholders in the process have ensured the program’s success. Overall, the university’s recycling diversion rate has gone from 75% to 86% in three years. Compared to the Quebec Residual Materials Management Policy (1998-2008), which aims for a 65% diversion rate, Concordia is definitely a leader in institutional recycling.

For further information on this project, please contact: Chantal Beaudoin, Environmental/R4 Co-ordinator (514) 848-2424 ext. 7351 [email protected]

Hot now Wellness Staff fitness (McGill 2005) Creating a coaching culture (UBC 2006) Diversity strategy (U of Saskatchewan 2006) Sustainable development A student-operated campus-wide program (U of Manitoba 2004) Construction in the context of sustainable development (École polytechnique 2006) UBC SEEDS (UBC 2007) Innovative Waste Management Program (Concordia 2007) Security of all kinds Public health (U of Alberta 2007) Active management of air quality (U of Ottawa 2005) Student event risk management (Ryerson 2006) Working alone (Lethbridge 2004)

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western regionAL winner University of Alberta

U of A Public Health Response Committee: A Public Health Leader Through learning, collaboration and partnerships, the U of A’s Public Health Response Committee (PHRC) has positioned the university to be a public health leader, with a focus on prevention of, preparation for, response to and recovery from a public health emergency, including an avian flu pandemic. To ensure the health, safety and security of faculty, staff and students, maintenance of essential university services, and effective communications with stakeholders and partners in the event of a public health emergency, the committee has taken a systematic planning approach, adopted best practices in emergency preparedness, and identified long-term objectives, key outcomes and success measurements. The committee is shepherding a Public Health Response Strategy (Strategy) that includes (L-R) (Row 1) Gordon McInroy, Trish Whelan, Olive ethical principles, structures and processes that will lead to effective and timely Yonge (PHRC Chair), Lorraine Breault, Rob Lake and decision-making in an emergency. Human resources and communications plans Ray Richards (PHRC Assistant Chair). (Row 2) Jim are also being developed. Bohun, Doug Weir, Eric Bone, Caroline Porr, Tina Solo- The PRHC features a mix of academic and non-academic staff and student members ducha, Ada Schmude, Tracey Bailey and Lorie Grundy. working in partnership with the regional health authority and provincial government. (Row 3) Les Brinkworth, Omer Yusuf, Jocelyne Rinn, Karen Adams, Toni Bayans, Peter Murray and Len It has achieved its objectives in a timely way, and realized exemplary levels of commit- Sereda. (Missing) Dana Andreassen, Lesley Campbell, ment, mutual respect and collaboration among members who have come to appreci- Tom Marrie, Edward Montgomery, Bill Mowbray, ate their respective roles, responsibilities and contributions to the university and the Emily Rowan, Bert Seinen and Jennifer Stewart. larger community, as well as the interdependencies that make effective teamwork so critical to responding to any public health emergency. The committee has been highly effective in involving and educating the university community. The development of the Strategy and related planning tools is ongoing as new information becomes available and lessons are learned. The work of the PHRC is aligned with the U of A’s 2006 vision document and its commitment to strong and responsible citizenship in the local, provincial, national and international communities.

For further information on this project, please contact: Dr. Olive Yonge, Vice Provost (Academic Programs) (780) 492-2280 [email protected]

Captivating titles

Every little bit counts U of Toronto 1991 Building in a glass house McGill 1994 Dump and run Acadia 2005 Creature Comfort Program Calgary 2005 Working alone Lethbridge 2004 Ride the bus and fill the fridge Nipissing 2006 Books in beds Mount Allison 2004

34 UNIVERSITY MANAGER • Summer 2007 1987–2007 Celebrating 20 years | Le programme fête ses 20 ans

Honourable Mentions Concordia University A Computerized Student Retention Analysis System Understanding enrolment and retention The challenge is focusing interventions tion upon which intervention programs patterns and the progress students make on areas with the greatest need and where and services are developed and enacted. towards attaining their academic objec- they will have the most impact. Identi- To provide this information, the com- tives is essential to promoting student fying these areas is crucial. Responsibil- puterized Retention Analysis System was success and institutional effectiveness. ity for student success rests with every developed at the university to provide users While the transcript remains a key per- member of the university community and with a self-driven, simple interface tool formance/progress indicator on an indi- the students themselves. Effective collab- to access detailed cohort-based enrolment vidual student basis, it does not provide orative intervention models must draw and retention data in a multitude of views sufficient insights for enacting interven- on strengths of university organizational relevant to end users. tions which promote success. Further- sectors to help harness resources and focus more, the monitoring of admissions and interventions in support of student suc- For further information, please contact: graduation yield rates does not provide cess. Having a shared understanding of Terry Too, Director of Enrolment Analysis sufficient insights as to what interven- the issues in enrolment activity, at a level and Process Control, Enrolment Services. tion may be needed and when and how which is meaningful to those working (514) 848-2424 ext. 2629 to intervene. directly with students, forms the founda- [email protected]

Carleton University Benchmarking a Sustainable Approach to Quality Improvement To improve customer services and internal annual Customer Satisfaction Surveys as cesses have meant shorter response times processes to enhance the student experi- a service or process needing improvement. and more transparent and effective com- ence and achieve the university’s academic Directors review submissions and select munication. Students are also more satis- mission, Carleton’s Finance and Adminis- projects with the most impact. Project fied with custodial services and parking tration (F and A) Division initiated a com- charters are developed and timelines are (as measured through Customer Satisfac- prehensive approach to Quality Improve- assigned to identify start times. tion Surveys). For staff, implementation ment through benchmarking. Staff in QI work with teams of man- of the recommendations has resulted in Carleton ensured that quality improve- agers, staff and customers (students) to reduced paperwork, overtime, and dupli- ment is comprehensive and sustainable by benchmark a process, collect and analyze cation of effort, and more time to meet using consistent benchmarking methodol- data, conduct focus groups, identify bench- with students. ogy and a structured approach to proj- marking partner(s), develop recommenda- ect identification, and by providing the tions for change, and establish strategies to For further information, please contact: resources to co-ordinate projects through implement service delivery improvements. Cindy Taylor, Associate Director, an Office of Quality Initiatives (QI). Each A Benchmarking Steering Committee over- Office of Quality Initiatives year, F and A directors submit one potential sees the benchmarking teams. (613) 520-7847 benchmarking project identified through For students, improved on-line pro- [email protected]

Memorial University of Newfoundland Supervisory Skills Development Program Memorial’s Supervisory Skills Develop- Nominated by deans, directors, and depart- Centre for Management Development and ment Program had been developed by ment heads, participants attend a half-day the Division of Lifelong Learning, as well the Human Resources (HR) department orientation to meet other group mem- as other content experts from within and to address the developmental needs of bers and review the program guidelines outside the university community. new supervisory staff. The program brings and schedule. Each participant is given Participant evaluations emphasize the together groups of 20 participants from aca- a resource binder with the program out- high quality and relevance of the training, demic and administrative departments to line and adds resource material from each as well as the opportunity to learn with and participate in a series of learning events over session. Participants are required to com- from fellow employees. eight months. The purpose is to enhance the plete at least 80% of the program to qualify skills of front-line supervisors. for a certificate and are requested to keep For further information, please contact: The program consists of 14 sessions on journals that document their reflections Robert Barker, Manager, Organization topics such as planning and goal setting, and transfer of learning as they progress Development conflict resolution, presentation skills, effec- through the program. (709) 737-4627 tive meeting management, banner finance, HR utilizes various training providers [email protected] performance coaching, and business writing. for this program, including Memorial’s

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List of submissions

Institutions Title of Proposal Contact Persons Telephone/Email Établissement Titre de la proposition Personne Ressource Téléphone/Adel Concordia University Managing major construction projects Saad Zubair, (514) 848-2424 ext. 4810 on-time, on-budget and Assistant Director, [email protected] on-ethic – a holistic approach Internal Audit University of Computer Wellness Campaign Elgin Austen, Director, Campus 519-661-2111 ext. 84010 Western Ontario Community Police Service [email protected] Concordia University A Computerized Student Retention Terry Too, Director of (514) 848-2424 ext. 2629 Analysis System: engaging the Enrolment Analysis and Process [email protected] university community in student success Control, Enrolment Services. interventions through the sharing of information on enrolment analysis. Brock University Design Services Standard Office Thomas Saint-Avony , (905) 688-5550 Agreement (SOA) Executive Director , Facilities [email protected] Management University of Internal Control Review Project (ICRP) Dr. Richard Florizone, (306) 966-6631 Saskatchewan (Control Environment Assessment) Vice-President Finance and [email protected] Resources University of Alberta Business Planning Applied to Campus Ray Dumouchel, Associate (780) 492-4048 Cleaning Services Director Building and grounds [email protected] services Dalhousie University Web-based Employment Application Debbie Flemming, Staffing (902) 494-8886 Process Specialist [email protected] Concordia University Innovative Waste Management Program Chantal Beaudoin, (514) 848-2424 ext. 7351 Environmental/R4 Co-ordinator [email protected] The University Live the Life: A Parent’s Introduction Pat Reid, Director Ancillary (204) 474-7006 of Manitoba to Living in Residence (An extension Services [email protected] program of The University of Manitoba Parents Orientation) University of Alberta Open-Plan Program Don Hickey, Vice-President, (780) 492-9238 Facilities & Operations [email protected] University of Toronto The Paperless Office: putting students Diane Crocker, Registrar (905) 828-3871 – Mississauga online not in line and Director of Enrolment [email protected] Management University of Tri-Council Compliance Project Terry Summers, Director, (306) 966-8305 Saskatchewan Financial Reporting [email protected] University of Every Third Building is Free: Suzanne Poohkay, Director, (604) 822-0486 British Columbia UBC Renew Facilities and Capital Planning [email protected] École de technologie Tests de classification et cheminements Luc Soucy, maître (514) 396-8551 supérieure alternatifs pour faciliter la transition d’enseignement en [email protected] entre le collège et l’université mathématiques et physique University of A New Tuition Model for Graduate Douglas Dombrosky, Director (306) 966-2774 Saskatchewan Students of Graduate Admissions and [email protected] Information Technology, College of Graduate Studies & Research Université du Québec Coaching and training project using Claude Léveillé, Human (514) 987-3000 ext. 4384 à Montréal Mémento for assistant managers of Resources Management Advisor, [email protected] undergraduate programs Department of administrative, support and managerial staff, Vice-president’s office for human resources University of Alberta A Transformational Policy Framework Gwen Bauer (780) 492-3540 [email protected]

44 UNIVERSITY MANAGER • Summer 2007 1987–2007 Celebrating 20 years | Le programme fête ses 20 ans

Liste des soumissions

University of Alberta University of Alberta Public Health Dr. Olive Yonge, Vice Provost (780) 492-2280 Response Committee: (Academic Programs) [email protected] A Public Health Leader University of Victoria UVic’s WebVote System for Elections, Michael Motek, Senior (250) 721-7661 Referenda and Surveys Programmer Analyst, [email protected] Enterprise Applications Memorial University Supervisory Skills Development Robert Barker, Manager, (709) 737-4627 of Newfoundland Program Organization Development [email protected] École Polytechnique Access to minutes of proceedings of Pierre Lavigne, Archive Office (514) 340-4024 de Montréal the École Polytechnique de Montréal’s [email protected] authoritative bodies, which have been put on a secured intranet website requiring user authentication The University of UBC SEEDS: Maximizing Student, Brenda Sawada, UBC (604) 822-3270 British Columbia Staff, and Faculty Synergies Sustainability Office [email protected] York University Improving service to students with Joanne Duklas, University (416) 650-8002 special needs: a collaborative, pan- Registrar [email protected] university initiative Dalhousie University Improve Service at Dal Kim Thomson, Co-ordinator, (902) 494-2591 Special Projects [email protected] University of Redefining Traditional Contracts for Rex Coffin, current Director of (902) 566-0585 Prince Edward Island University Food Services Ancillary Services [email protected] Université du Québec ACCENT – A computer-based course Pierre Comeau, Director, (514) 987-3000 ext. 4239 à Montréal assignment tool at the service of 2,200 Information Systems [email protected] lecturers Carleton University Benchmarking: a Sustainable Approach Cindy Taylor, Associate Director, (613) 520-7847 to Quality Improvement Office of Quality Initiatives [email protected] Algonquin College Health Sciences Simulation Lab and Dr. Barbara Foulds, Associate (613) 727-4723 ext. 5428 Hub of Excellence Dean, Health Chair, Nursing [email protected] Faculty of Health, Public Safety and Community Studies McGill University Online Orientation & Training Program Debbie Mercier, Professional (514) 398-3570 for University Advancement Development Specialist [email protected] McGill University Web-based Interface: Student Records Fiona Lees, Records Officer, (514) 398-3265 Grade Change Process Faculties of Arts and of Science [email protected] Student Affairs Office. McGill University Homer’s Physics Seminar Series Louise Decelles, Chair’s (514) 398-6477 Secretary [email protected] McGill University Collaborative Funding Decisions John Roston, Director, (514) 398-2725 by Applicants: McGill’s Teaching & Instructional Mulitmedia [email protected] Learning Space Working Group Services McGill University E-Billing and E-Payment of Student Mary Jo McCullogh, (514) 398-2315 Accounts Accountant [email protected] University of Toronto ENCORE Co-op Portal Dr. Philip Wright, Director, (416) 287-7353 Scarborough Information & Instructional [email protected] Technology Services University of Ottawa University specific online WHMIS Michael Histed, Director, Office (613) 562-5982 course for training university staff, of Risk Management (ORM), [email protected] students and visitors Brock University Benefit You: Brock University Annual Valerie Wolfe, Manager, (905) 688-5550 ext. 3023 Employee Wellness Conference is an Environment, Health and Safety [email protected] Investment in People

UNIVERSITY MANAGER • Summer 2007 45 2007 Quality and Productivity Awards | Prix de la qualité et de la productivité

Award winners reflect size and geographical diversity Diversité par taille d’établissement et région géographique

The summary of awards (national, regional, and honourable mentions) over the past 20 years demonstrates the program’s appeal east to west and large to small.

Le sommaire des prix (nationaux, régionaux et mentions honorables) au cours des 20 dernières années montre que le programme intéresse les universités de tout le pays et les grands établissements aussi bien que les petits.

West/Ouest Ontario Québec Atlantic/Atlantique Alberta 12 *Brock 2 Bishop’s 1 Acadia 5 Calgary 7 *Carleton 6 Concordia 4 Dalhousie 8 Lethbridge 2 Guelph 1 École de technologie Memorial 3 Manitoba 6 McMaster 3 supérieure 2 Moncton 1 *Northern Nipissing 1 École Polytechnique Mount. Allison 2 British Columbia 2 Ottawa 6 de Montréal 2 *Mount. St. Vincent 1 Okanagan 1 Queen’s 1 Laval 5 New Brunswick 2 Regina 3 Ryerson 3 McGill 11 Prince Edward Island 2 Royal Roads 1 Toronto 10 Montréal 1 *Saint Mary’s 2 Saskatchewan 2 Trent 1 Québec British Columbia 8 *Waterloo 1 (all campuses/ *Victoria 1 Western Ontario 6 tous les campus) 7 *Wilfrid Laurier 2 *Windsor 5 York 6

* Participant in local consortium

Learn more online Plus de détails en ligne For more detailed information on each of Pour obtenir de l’information plus these innovative projects, please go to the détaillée sur chacun de ces projets CAUBO web site at www.caubo.ca and novateurs, consultez le site de l’ACPAU à click on AWARDS. www.acpau.ca et cliquez sur PRIX.

46 UNIVERSITY MANAGER • Summer 2007