Quality and Productivity Awards Prix de la qualité et de la productivité - CAUBO
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Quality and
Productivity Awards
Prix de la qualité
et de la productivité
PM #40065075
Editor
Craig Kelman
Art Production
Tracy Toutant
40
Advertising Sales
Diane Rupert
Features
Publications Mail Agreement #40065075
Return undeliverable Canadian addresses to:
Canadian Association of University Business Officers
320-350 Albert Street, Ottawa, ON K1R 1B1
email: info@caubo.ca VOLUME 14 • NUMBER 3
Published four times a year on behalf of
the Canadian Association of University Articles
VOLUME 14 • NUMÉRO 3
Business Officers (CAUBO) by
Publié quatre fois par année pour
l’Association canadienne du personnel
administratif universitaire (ACPAU) par
Third Floor - 2020 Portage Avenue
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45 51
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Canadian Association of University
Business Officers
Association canadienne du personnel
administratif universitaire
320 – 350 rue Albert Street
Ottawa, Ontario K1R 1B1
Tel./Tél.: (613) 563-3961 ext. 270
Fax/Téléc.: (613) 563-7739
info@caubo.ca/info@acpau.ca
Executive Director/Directrice générale
Carole Workman
Editorial Board/Comité de rédaction
Chair/Président: Lawrence Durling,
St. Thomas University 45 Land development: Building for the future
Members/Membres:
Pat Hibbitts,
Simon Fraser University
Lucie Mercier-Gauthier, 51 RESPs: Investing in post-secondary education
University of Ottawa
Sharon Cochran,
University of Northern BC
6 Executive Director’s 12 Legally Speaking
Departments Message
The views expressed in this publication are the responsibility
of the publisher and do not necessarily reflect the views
• Message du 14 Human Resources
of the officers or members of the Canadian Association
of University Business Officers. directeur géneral
16 Approvisionnement
Chroniques
Les opinions exorimées dans cette publication sont la
responsabilité de l’éditeur et ne reflètent pas nécessairement 8 Meet our Volunteers • Procurement
celles des dirigeants ou des membres de l’Association • Rencontrez nos
canadienne du personnel administratif universitaire. bénévoles 40 Risk Management
© 2006 Craig Kelman & Associates Ltd. All rights reserved. The contents 10 News from National 42 Publication Review
of this publication may not be reproduced by any means, in whole or in
part, without the prior written consent of the publisher. Office
© Craig Kelman & Associates Ltd., 2006. Tous droits réservés. Cette
publication ne peut être reproduite, en tout ou en partie, par quelque
• Nouvelles du
moyen que ce soit, sans autorisation écrite préalable de l’éditeur. bureau national
UNIVERSITY MANAGER • Summer 2006
Executive Director's Message Message de la directrice générale
Competition and collegiality: Concurrence et collégialité :
Canadian Association
of University Business Officers
a winning combination une combinaison gagnante
Association canadienne du CAUBO launched its Quality and Produc- L’ACPAU a créé son programme de Prix de la qualité
personnel administratif universitaire tivity Awards 13 years ago. Every year, uni- et de la productivité il y a 13 ans. Chaque année,
Board of Directors versities compete for the awards and, more des universités entrent en lice et se disputent ces
Conseil d'administration importantly, they share their best prix. Mais, plus important encore, c’est
Nancy Walker practices with their colleagues. là une occasion pour elles de faire con-
President/Présidente The announcement of the win- naître leurs pratiques d’excellence à
The University of Lethbridge
ners has become a cornerstone of leurs collègues. L’annonce des lauréats
(403) 328-2207 Fax/Téléc. 329-2097
nancy.walker@uleth.ca the Annual CAUBO Conference. est devenue un volet important du con-
Those who win get to boast about grès annuel de l’ACPAU. Les gagnants
Larry English the creativity of their respective ont l’occasion de s’enorgueillir de la
Past-President/Président sortant
Concordia University teams and to publicly acknowl- créativité de leurs équipes respectives
(514) 848-2424 x310 Fax/Téléc. 848-4586 edge the effort and energy that et de souligner publiquement les efforts
larry@alcor.concordia.ca goes into effecting transforma- et l’énergie investis dans la concrétisa-
Sheila Brown tional change. Their colleagues tion de changements transformationnels.
Vice-President/Vice-président get to hear about leading edge Les collègues présents ont la chance de
University of Toronto practices, to marvel at the col- découvrir des pratiques avant-gardistes,
(416) 978-2065 Fax/Téléc. 978-5572 Carole Workman
sheila.brown@utoronto.ca legiality of the university system de s’émerveiller de la collégialité qui car-
which enables this sharing, and to quietly actérise le système universitaire et permet ce type
Gabrielle Morrison commit to submitting a winning proposal de partage, de prendre la résolution de soumettre
Secretary-Treasurer/Secrétaire-trésorière
Saint Mary’s University the following year. This year is no different, une candidature gagnante l’année suivante. Cette
(902) 420-5409 Fax/Téléc. 420-5566 as you will see later in this issue; the winners année ne fait pas exception, comme vous pourrez le
gabe.morrison@smu.ca have truly earned bragging rights! constater à la lecture du présent numéro; les lauréats
Carole Workman
This was the first time that I had the ont vraiment le droit de se vanter!
Executive Director/Directrice générale opportunity to participate in the selection Cette année, j’ai pu participer pour la première fois
(613) 563-3961, ext. 268 process. There were 51 applications, more au processus de sélection. Nous avons reçu 51 can-
Fax/Téléc. 563-7739
than ever before. Reading through the appli- didatures, un record jusqu’à maintenant. En lisant
cworkman@caubo.ca/cworkman@acpau.ca
cations, I was amazed at the wealth of infor- les dossiers, j’ai été impressionnée par la richesse de
Gary Brewer mation at my fingertips and regretted not l’information qui j’avais entre les mains et j’ai regretté
York University
having had access to all this information de ne pas avoir eu accès à cette mine d’information
(416) 736-5160 Fax/Téléc. 736-5421
brewerg@yorku.ca when I was in university administration. quand je travaillais dans le milieu de l’administration
Because applications have to address criteria universitaire. Puisque les candidatures doivent
Lawrence Durling which are fundamental to the definition of respecter des critères qui répondent à la définition
St. Thomas University
(506) 452-0533 Fax/Téléc. 452-0546 best practice, one is not surprised to find that de ce qu’est une pratique d’excellence, il n’est pas
ldurling@stu.ca all of the proposals can be considered best étonnant de constater qu’elles pourraient toutes être
practices in their own right. considérées comme des pratiques d’excellence à part
Eric Harbottle
University of Windsor The quality of the proposals is so impres- entière.
(519) 253-3000 x2641 Fax/Téléc. 971-3619 sive that the CAUBO team, with the support La qualité des candidatures était telle que l’équipe
eharbot@uwindsor.ca of the Board, has committed to providing de l’ACPAU, avec l’appui du conseil d’administration,
Patricia Hibbitts members with access to more information s’est engagée à offrir aux membres l’accès à plus
Simon Fraser University about all of the proposals. The abstracts for d’information sur l’ensemble des candidatures. Ainsi,
(604) 291-3381 Fax/Téléc. 291-4009 all 51 proposals will be made available under les sommaires des 51 candidatures seront versés sur
pat_hibbitts@sfu.ca
secure access and will be searchable by key le site Web, dans une section à accès réservé et dans
Bryan Mason words; supporting information may also be un format qui permettra la recherche par mot-clé. De
Dalhousie University made available electronically if so authorized l’information complémentaire pourrait également être
(902) 494-3862 Fax/Télec. 494-2022
bryan.mason@dal.ca
by the sponsoring universities. This initiative accessible sous forme électronique, sur approbation
is entirely consistent with one of CAUBO’s key des universités concernées. Cette initiative s’inscrit
Michael W. McAdam mandates: to promote best practices and the tout à fait dans l’esprit des principaux mandats de
University of Calgary
meaningful exchange among universities. l’ACPAU : promouvoir les pratiques d’excellence et
(403) 220-7231 Fax/Téléc. 289-6800
mcadam@ucalgary.ca I am sure you will agree that this year’s les échanges fructueux entre universités.
winners meet the criteria for excellence and Je suis persuadée que vous trouverez aussi que
André Racette
best practice and join with me in offering les lauréats de cette année répondent tout à fait aux
Université de Montréal
(514) 343-7153 Fax/Téléc. 343-2282 them our congratulations. To all of those who critères d’excellence et que vous unirez votre voix à
andre.racette@umontreal.ca submitted proposals, on behalf of CAUBO la mienne pour les féliciter. Au nom de l’ACPAU et
and all your colleagues, I also extend special de l’ensemble des collègues du milieu universitaire, je
Morty Yalovsky
McGill University thanks for sharing your initiatives. You are tiens également à remercier tous ceux qui ont présenté
(514) 398-6037 Fax/Téléc. 398-5902 all winners! un dossier. Vous êtes tous des gagnants!
morty.yalovsky@mcgill.ca
UNIVERSITY MANAGER • Summer 2006
UNIVERSITY MANAGER • Summer 2006
Meet our Volunteers
Tom Vine
W L
hen Tom Vine became Purchasing Man- orsque Tom Vine a été nommé directeur des achats
ager and Commodity Tax Manager for et des taxes à la consommation de l’Université West-
the University of Western Ontario (UWO) ern Ontario (UWO) en 1980, il est également devenu
in 1980, he also became a member of CAUBO’s membre du Comité des taxes à la consommation de l’ACPAU
Commodity Tax Committee and an advisor to et conseiller auprès de Ken Clements, qui était directeur
then-Executive Director Ken Clements. He sub- général à l’époque. Il a occupé la présidence de ce comité
sequently served as committee chair for several pendant plusieurs années, jusqu’à sa fusion avec le Comité
years until there was a merger with the Income de l’impôt sur le revenu.
Tax Committee. Ses efforts en vue de négocier les remboursements de TPS
His efforts in negotiating GST rebate rates earned him lui ont valu le prestigieux prix Ken Clements en 1998. Par la suite, il a
the prestigious Ken Clements Award in 1998, and he subse- collaboré à des projets tels que la constitution d’une banque de données
quently worked on projects such as assembling a tax ruling sur les décisions en matière d’impôt afin que les universités puissent
data bank for universities to share and helping the University partager cette information et le projet de collaboration en vue de réduire
of Calgary reduce its tax assessment. la cotisation fiscale de l’Université de Calgary.
“The fact that universities fill such a unique niche in « Le fait que les universités constituent un créneau unique dans la
society means accounting firms may not have the necessary société signifie que les cabinets de comptables n’ont pas nécessairement
level of expertise to address their peculiarities,” explains le niveau d’expertise requis pour tenir compte des particularités de ce
Tom. His insider’s perspective proved equally advantageous milieu », explique Tom. Sa démarche, qui représentait le point de vue
when negotiating with Revenue Canada to establish clear interne des universités, s’est de nouveau avérée profitable lorsqu’il a
rules for universities. négocié avec Revenu Canada pour définir des règles claires pour les
While the Tax Committee was busy building a trusting universités.
relationship with government, CAUBO was evolving to Pendant que le Comité des taxes et impôts s’affairait à tisser des liens
embrace more areas related to university administration. He de confiance avec les autorités gouvernementales, l’ACPAU évoluait;
notes that CAUBO conferences now have a broader base of elle en est venue à englober plus de secteurs liés à l’administration uni-
information and participation. versitaire. Tom fait observer que maintenant les congrès de l’ACPAU
“Even areas in which I am not involved are still of inter- véhiculent de l’information plus large et suscitent une participation plus
est,” says Tom, who sat on the Organizing Committee for last vaste qu’auparavant.
year’s conference held at UWO. “I have enjoyed developing « Même les secteurs auxquels je ne participe pas sont intéressants »,
relationships with others across the country and getting to indique Tom, qui a siégé au comité organisateur du congrès de l’année
know what they are doing and how they are doing it.” dernière, dont la UWO était l’hôte. « J’ai aimé créer des liens avec des gens
partout au pays et découvrir ce qu’ils font et comment ils le font. »
Recontrez nos bénévoles
Laura Kennedy
A À
t the University of Saskatchewan (U of S), l’Université de la Saskatchewan, Laura Kennedy a égale-
Laura Kennedy found volunteering with ment découvert que le bénévolat auprès de l’ACPAU
CAUBO to be an excellent way of gaining constituait un excellent moyen de mieux saisir les dif-
appreciation for regional and institutional differ- férences entre les régions et même entre les établissements
ences. “When you are new to the system, it is a d’enseignement. « Quand on commence dans le système uni-
good way to find out what goes on beyond your versitaire, c’est une bonne façon de découvrir ce qui se passe
walls,” says Laura, who joined the university in à l’extérieur de nos propres murs », souligne Laura, qui s’est
1993 and is presently the Associate Vice-Presi- jointe au personnel de l’Université en 1993 et est actuellement
dent, Financial Services, and Controller. vice-rectrice adjointe, services financiers, et contrôleuse.
After attending several CAUBO conferences, Laura joined Après avoir assisté à plusieurs congrès de l’ACPAU, Laura est devenue
the Financial Reporting Committee in 1998. “With each membre du Comité sur les rapports financiers en 1998. « Avec l’arrivée de
incoming Executive Director, the focus, scope and excitement chaque nouveau directeur général, l’accent, la portée et le dynamisme de
of CAUBO seem to increase dramatically,” she notes. “This l’ACPAU semblent croître encore et toujours, fait-elle observer. Cela change
also changes the direction of each committee.” aussi l’orientation de chaque comité. »
While the Financial Reporting Committee initially À l’origine, le Comité sur les rapports financiers se consacrait presque
focused almost exclusively on the CAUBO Report and exclusivement au rapport de l’ACPAU et au sommaire statistique, mais
Statistical Summary, “We are now going beyond that and « nous allons maintenant au-delà de ça et cherchons comment améliorer,
seeing how we can improve, use and disseminate CAUBO utiliser et diffuser l’information dont dispose l’ACPAU », indique-t-elle.
information,” she notes. Le Comité joue également un rôle important dans la préparation des
The committee also plays a major role in developing séances du congrès annuel de l’ACPAU qui portent sur des sujets d’ordre
‘financial track’ sessions for the annual CAUBO conference. financier. À titre de vice-présidente du comité du programme du congrès
Serving as co-chair of the Program Committee in 2004, en 2004, Laura a pu constater directement comment l’apport de divers
Laura saw first-hand how the work of various commit- comités s’intègre au travail des représentants de l’université hôte et du
tees integrated with the host university and the CAUBO bureau de l’ACPAU.
executive office. Le Comité explore des moyens pour bonifier les services utiles aux
The committee is also exploring ways to increase services cadres des services financiers, notamment l’accès à de l’information de
beneficial to financial officers, such as providing access to l’ICCA grâce à un partenariat avec Knotia. Reconnaissant que le fait de
CICA information through a Knotia partnership. Recogniz- pouvoir compter, au bureau national, sur une personne qui se consacre
ing that having the support of a dedicated staff person will entièrement aux questions financières ne pourra que renforcer les efforts du
bolster these efforts, Laura emphasizes that volunteers are Comité, Laura souligne que les bénévoles continuent tout de même d’être
still the key to CAUBO’s broad perspective. la clé qui permet à l’ACPAU d’avoir une perspective très large.
News from the National Office
Nouvelles du bureau national
2005 financial report released Eknotia%2Eca%2FHome%2Ecfm%3F
The French versions of these chapters will be available during
The CAUBO Financial Information on Universities & Colleges 2004-05, the next few months. The balance of the Tax Guide is in the process
prepared in collaboration with Statistics Canada, was released May of being updated and will be available later in 2006.
10. Member universities registered under the Canadian Lobbyists Reg-
istration Act have 30 days from the publication date of the CAUBO
financial report to complete their filing. For more information on
Guides de l’impôt de l’ACPAU
the CAUBO financial information to be reflected in your report, Les chapitres 1 à 3 du CAUBO Income Tax Guide (Guide de l’impôt sur
consult the CAUBO web site at http://www.caubo.ca/fr/documents/ le revenu de l’ACPAU) ont été mis à jour récemment par le Comité
Change_to_reporting_requirements_to_LRA_Sept_26_2005.pdf sur les taxes et impôts et revus par Ernst & Young. Ces chapitres
sont accessibles à partir du site Web acpau.knotia.ca, à l’adresse :
http://caubo.knotia.ca/Login/LoginHome.cfm?language=1&alternateBr
Publication du rapport financier 2005 andedKnotia=0
Le rapport de l’ACPAU intitulé Information financière des universités et La version française de ces chapitres sera offerte au cours des
collèges 2004‑2005, préparé en collaboration avec Statistique Canada, prochains mois. Le reste du Guide de l’impôt sur le revenu est en cours
a été publié le 10 mai. Les universités membres inscrites en vertu de mise à jour et sera accessible plus tard en 2006.
de la Loi sur l’enregistrement des lobbyistes ont 30 jours à compter de
la date de publication de ce document pour présenter le rapport National relocation service (NEW)
annuel exigé en vertu de cette loi canadienne. Pour obtenir plus de
renseignements sur l’information financière compilée par l’ACPAU CAUBO is pleased to announce the award of its moving and
qu’il faut reporter dans votre rapport, consultez le site Web de relocation contracts for the period of April 1, 2006 through March
l’ACPAU : http://www.caubo.ca/fr/documents/Changements_aux_exi- 31, 2011. Two agreements have been put in place allowing us to
gences_de_rapport_26_2005.pdf offer the membership an expanded service offering from prior
agreements.
Premiere Van Lines, in partnership with Royal LePage Reloca-
CAUBO tax guides tion Services, has been awarded the combined scope of moving and
Chapters 1 to 3 of the CAUBO Income Tax Guide have been updated relocation services. The services include moving, storage, home
by the Taxes Committee and reviewed by Ernst & Young. The chap- sale, home search (both owned and leased), property management,
ters are available under the caubo.knotia.ca web site at http://caubo. temporary accommodations (short-term and extended stay), ori-
knotia.ca/Login/LoginHome.cfm?mainpage=http%3A%2F%2Fcaubo%2 entation, education connections, partner career network, cultural
10 UNIVERSITY MANAGER • Summer 2006training, eldercare connections and financial (banking, legal and
mortgage brokerage).
Sondages en cours
Armstrong International Movers has been awarded moving Le 15e Sondage annuel sur les placements des universités (31 décembre 2005)
services. The focus of its service offering is moving and storage. est en cours. Les résultats seront transmis à l’occasion du séminaire
Details and contacts for these agreements can be found at précongrès sur la trésorerie et les placements, en juin prochain.
www.caubo.ca/pr/agreements_moving_e.cfm (English) L’enquête APPA-ACPAU sur les données de base relatives aux
installations (Facilities Core Data Survey) est terminée. En tout, 36
universités y ont participé cette année, par rapport à seulement
Service national de déménagement et 27 l’année dernière. L’APPA compile actuellement les données et
de relogement (NOUVEAU) transmettra les résultats au groupe de travail sur la gestion des instal-
L’ACPAU est heureuse d’annoncer l’octroi des contrats de déménage- lations de l’ACPAU à temps pour qu’ils soient diffusés au séminaire
ment et de relogement pour la période du 1er avril 2006 au 31 mars précongrès sur la gestion des installations, en juin.
2011. Deux ententes ont été conclues, ce qui nous permet d’offrir aux
membres un service élargi par rapport aux ententes précédentes.
Premiere Van Lines, en partenariat avec les Services de reloge-
University Manager needs your input
ment Royal LePage, s’est vu accorder un contrat qui englobe les In order to ensure that University Manager’s content is topical and
services de déménagement et de relogement. Ces services inclu- relevant, and that its presentation is appealing, it is important that
ent le déménagement proprement dit, l’entreposage, la vente de we obtain feedback from our readers. We are currently conducting
maisons, la recherche de maisons (achat ou location), la gestion a comprehensive mail survey of a Canada-wide sample group. In
des biens, l’hébergement temporaire (court terme ou séjour pro- addition, a second survey phase will be carried out with delegates
longé), l’orientation, des références sur le milieu de l’enseignement, at our National Conference in June. For those not reached in this
un réseau carrière pour le conjoint, la formation culturelle, des fashion, a reader survey is available on the CAUBO web site at
références pour des soins aux personnes âgées ou des services www.caubo.ca. Whichever survey opportunity suits you best, we
financiers (banque, questions juridiques, courtage hypothécaire). encourage you to participate and help us ensure that University
Armstrong International Movers s’est vu accorder un contrat Manager is successfully meeting your information needs.
pour des services de déménagement; cette entreprise se spécialise
dans le déménagement et l’entreposage. Votre opinion au
Pour obtenir les détails de ces ententes et les coordonnées des
responsables, visitez la page : http://www.caubo.ca/pr/agree-
sujet de Gestion universitaire
ments_moving_f.cfm (français) Afin que le contenu de la revue Gestion universitaire soit actuel et
pertinent, et que la présentation soit attrayante, il est important pour
nous d’obtenir l’opinion de nos lecteurs. Nous menons actuellement
Surveys in progress un sondage détaillé par la poste auprès d’un échantillon de répondants
The 15th annual University Investment Survey (December 31, 2005) is choisis à l’échelle du Canada. Nous procéderons à une deuxième étape
in progress. Results will be available at the Treasury & Investment en sondant des participants au congrès national, qui aura lieu en juin.
Committee pre-conference seminar in June. Ceux et celles qui n’auront pas été approchés par l’un ou l’autre de
The APPA/CAUBO Facilities Core Data Survey is closed, with 36 ces mécanismes pourront répondre au sondage en ligne, sur le site
universities having participated. Only 27 had participated the previ- Web de l’ACPAU, à l’adresse www.acpau.ca. Quel que soit le moyen
ous year. The results are being collated by APPA and will be made qui vous convient, nous vous encourageons à participer au sondage
available to the CAUBO Task Force on Facilities Management in time et, ainsi, à nous aider à faire en sorte que la revue Gestion universitaire
for the Facilities Management pre-conference seminar in June. réponde adéquatement à vos besoins en matière d’information.
UNIVERSITY MANAGER • Summer 2006 11Legally Speaking
What about
whistleblowing?
By Harriet I. Lewis, MA, LLB, University Secretary and General Counsel, York University
I
n the recent federal throne speech, the circumstances the university can act and the • The whistleblower has sufficient evi-
government announced pending legis- limits to so acting, and be clear about how dence to persuade a reasonable person;
lation to extend protection for ‘whistle- allegations will be investigated, what stan- • The reporting of the matter has some rea-
blowers’ as a way of encouraging indi- dards of evidence are required for action, sonable chance of stopping or rectifying
viduals to sound an alert on government and so on. the situation.
corruption. Should our institutions to put Some of our sister institutions have insti-
similar processes in place? tuted policies and procedures to encour-
Traditionally, ‘whistleblowing’ means age and protect those employees who can
something more than snitching to the boss provide information that implicates others
or the boss’s boss about colleagues. It means in inappropriate conduct. We have not yet
going public to the press or to a higher done so. A forensic auditor once suggested
governing authority to complain about a that we establish a “whistleblower hot
corporation or institution that has not taken line;” a secure voicemail for employees to
the ‘appropriate’ steps to deal with known anonymously alert senior administration
problems of corruption, conflict of interest, to suspicion of malfeasance by university
poor management, or risk to public safety. employees, students, suppliers, etc. We
Through their actions and willingness have yet to come to terms with the ethical
to sacrifice their job security and personal and legal issues which would inevitably
safety, those whistleblowers who became arise from moving in this direction.
Hollywood heroes – Joe Serpico and Karen The motive of the whistleblower should Our university has a management
Silkwood, for example – focused public be to prevent harm, or to expose a breach structure in which authority is widely dis-
attention on a problem that was not or could of law or duty; not to promote a political tributed and decisions are collegial. Our
not be resolved through normal adminis- or moral agenda or to obtain revenge or processes are relatively transparent. We
trative processes. Through drawing such personal gain. No policy on whistleblow- report on multiple issues to a Board, a
attention to an issue, they changed the cor- ing should operate to protect those who Senate and various levels of government.
porations and institutions in which they act negligently, with malice, or with the The opportunity is limited for individu-
were employed. They knew they were at sole purpose of exposing a clearly private als in authority to conspire in secret or to
risk and acted in the interest of others. matter (an individual’s sexuality or reli- act inappropriately without detection. Our
Informing a person in authority about gious beliefs, for example). There should be financial policies and processes are tuned to
illegal or inappropriate behaviour in the encouragement of good ethical standards, the point where embezzlement is a low risk,
workplace is accepted as a desirable course defined consequences for a malicious or and our external auditors annually verify
of action for an employee. However, we negligent informant, and corresponding that our systems provide the appropriate
do not want to create an environment of protection for those falsely accused. level of risk management. Little informa-
fear, distrust and intimidation, resulting in In the growing literature on this subject, tion and few decisions are sheltered from
greater problems than those identified by most agree that appropriate acts of disclo- community comment.
the so-called whistleblowers. sure have common characteristics: Normally, we do not engage investiga-
Encouraging employees to report on • The act of disclosure stems from appro- tory processes on the basis of anonymous
others or to take internal concerns public priate motives (as noted above); tips without substantive corroborating evi-
should not be done without careful con- • The informant is not acting out of prurient dence. The university consists of units in
sideration and proper risk management interest, but in accordance with responsi- which collegiality and a trusting and com-
through policy, guidelines and community bilities for reducing loss or risk; fortable working environment are vital to
education. As a minimum, the institution • There is actual danger of loss or a high success. Altering that environment, risking
should identify the circumstances in which potential of such; claims of harassment and intimidation, and
taking action is appropriate and describe • All internal procedures for dealing with committing scarce resources to implemen-
the parameters for using the information the problem have been followed before tation of a follow-up system are all costs
so received, (including restrictions on use). disclosure (although danger or other that may be too dear for the gains such an
Potential informants need to know in what urgency may preclude this); approach may bring.
12 UNIVERSITY MANAGER • Summer 2006Human Resources
Career ladders: Climbing to
your ultimate career level
By Catherine Shepherd Widdoes, Watson Wyatt, Practice Leader Western Canada, and Ryan Resch, Consultant
W
hile there are situations where managerial roles and a better understand- ment, which is very important since the
point-factor job evaluation ing of the links between performance, pay ability to contribute in a compelling role is
systems are the best option for and progression. critical to employee engagement.
career planning and talent management, the According to Watson Wyatt’s Strategic Once an individual contributor becomes
thought of implementing such a system can Rewards® and Pay Practices report, the top fully qualified, the employee must decide
send compensation professionals and sea- reasons high performers leave organizations whether to enter the people management
soned human resource professionals scur- include promotion opportunities, inade- ladder, or to continue to develop profes-
rying for cover. A more equitable system quate pay and inadequate career develop- sional skills as an individual contributor.
known as ‘career ladders’ is emerging that ment. As well, Watson Wyatt’s WorkCan- The people management ladder reflects
provides benefits to employers and employ- ada™ study reported that only two out of the hierarchy or management roles in the
ees in managing talent and career develop- five employees say they have opportunities organization, from supervisors, through
ment in an integrated way. for growth, development and advancement, managers, senior managers, etc.
Why is the traditional job evaluation fall- and receive managerial support for career We routinely begin a project by intro-
ing out of favour? These programs, known and skills development. As baby boomers ducing a generic career ladder model and
under such banners as gender-neutral com- retire, career ladders can form the basis of a then customize it to ensure that the organi-
parison systems, point-factor job evaluation, strong talent management system that can zational structure and career level criteria
and Aiken plans are administratively heavy ensure a smooth transition. reflect the organization’s business strate-
processes where the art of manipulation to gies, objectives, and culture. For educa-
gain another five points and bump up a How do career ladders work? tional institutions, this means providing
salary grade level can become a science unto Career ladders use a set of criteria which language to reflect student orientation,
itself. Unionized settings can even require reflect how we value work in the 21st cen- entrepreneurial aspects of cost recovery
‘reclassification’ arbitration. tury, such as client or business orientation, programs, instructor and curriculum devel-
Many of these plans require ‘relativity working relationships, technical expertise, oper functions, and other practices that
analysis’ to rank jobs in relation to each and creating or delivering solutions. These reflect program delivery evolution.
other to create a final hierarchy, which is not criteria are defined across an array of jobs Many of the best practices for imple-
so scientific or objective after all. categorized as either individual contribu- menting new human resource programs,
tor roles (e.g., accountant, legal counsel, such as good communication and employee
What are career ladders? system analyst, HR advisor, instructors) or involvement, apply to a career ladders
Career ladders are gaining in popularity as people leadership roles (e.g., supervisor, project. However, one challenge requires
a replacement for traditional job evaluation manager of people [not processes], direc- making sure employees who choose the
systems. This new approach to internal tors, deans, and vice presidents). higher levels of individual contributor roles
equity is attractive to organizations because The first step requires establishing roles are valued and also perceive these roles
career ladders form the basis of a base-pay as either individual contributor or people as valued. If only the people leader roles
structure and the foundation for an inte- leader. The key is whether the role involves have a place at the strategic table, it is dif-
grated talent management program. managing people and accomplishing goals ficult to convince the high level individual
Organizations are seeking more inte- through the work of direct reports, or con- contributors that they are equally valued.
grated and consistent processes for clas- tributing individually through professional, In addition, you may need to redesign some
sifying and grouping similar jobs in a specialized or expert-level knowledge. aspects of your current compensation sys-
meaningful way. They also require better The ladder is a progression of career tems to reflect this approach.
ways to portray career opportunities, and levels that begins at entry and builds As our population ages, it is more critical
integrated frameworks to support decision through the developmental, fully quali- than ever to provide the new generation of
making around promotion readiness and fied, specialist, senior specialist or internal leaders with opportunities for career pro-
staff deployment. Meanwhile, employees expert, and senior expert (usually consid- gression. The career ladder system is highly
are seeking clearly defined career options ered an expert outside of the organization) conducive to succession planning, targeted
and greater input into their development. levels. For many professionals not inclined training and development opportunities,
They want broader career opportunities to pursue people management roles, this and acts as a solid foundation for other
without necessarily having to move into approach provides additional career move- talent management initiatives.
14 UNIVERSITY MANAGER • Summer 2006Approvisionnement
L’appel d’offres ou la
négociation de gré à gré
Par Denys Bussières, adjoint à la directrice, Service des finances – approvisionnements, École Polytechnique de Montréal
L
’approvisionnement de biens et délai de livraison, la garantie (s’il y a lieu), d’appel d’offres, les questions que pour-
services occupe depuis toujours le service après-vente, etc. raient avoir différents fournisseurs sont
l’attention des gestionnaires tant La clé du succès pour atteindre l’objectif autant d’occasions de préciser les attentes.
dans le secteur public que dans l’entreprise réside dans la définition des besoins. Cette L’appel d’offres favorise l’obtention du
privée. Le processus d’appel d’offres est définition des besoins prend forme dans la meilleur produit au meilleur prix, la trans-
tantôt facultatif, tantôt obligatoire, mais définition des spécifications techniques, parence et la non-discrimination nécessai-
l’octroi de contrats importants, soit du dans la production de plans et devis, dans res aux processus d’acquisition équitables.
point de vue de la valeur soit du point de la description du rendement à atteindre, Afin de pouvoir déterminer l’offre la plus
vue stratégique, ramène régulièrement le des normes à respecter, etc. L’histoire intéressante, le donneur d’ouvrage doit
débat entre l’utilisation de l’appel d’offres récente des grands projets publics montre obtenir des offres comparables. L’obtention
ou la négociation de gré à gré. comment ce travail est fondamental. Quel d’offres qui sont très différentes devrait
Dans le secteur privé, ce sont les règles que soit le processus d’acquisition, ce tra- l’amener à s’interroger sur la définition
du droit commun (au Québec, le Code vail est essentiel au donneur d’ouvrage. des besoins.
civil) qui s’appliquent. Les achats dans À partir du moment où le processus
le secteur public ont des caractéristiques d’appel d’offres a été retenu, le donneur
propres; ils sont en général régis par des d’ouvrage doit respecter les règles qu’il
lois et règlements particuliers qui précisent s’est lui-même imposées et doit agir de
les règles à suivre. Mais la question se pose façon à préserver l’égalité des soumission-
quand même : appel d’offres ou négo- naires. Le donneur d’ouvrage a l’obligation
ciation. Citons comme exemple le débat implicite de traiter tous les soumission-
qui a cours actuellement sur l’opportunité naires sur un pied d’égalité et de façon
d’octroyer le renouvellement des trains du équitable. Ces règles sont vraies tant au
métro de Montréal directement à Bombar- public qu’au privé.
dier Transport. Il s’agit d’un contrat estimé Par rapport à l’échelle planétaire des
à 1,2 milliard de dollars. Dans nos institu- achats, le donneur d’ouvrage doit se
tions, il n’est pas rare que des requérants conduire en stratège en découvrant des
remettent en question la nécessité d’aller sources de profitabilité et gérer une éco-
en appel d’offres. nomie du risque lié aux incertitudes de
Dans le secteur public, l’utilisation de la l’environnement. Dans un dossier comme
négociation de gré à gré pour des contrats celui du métro de Montréal, est-ce que des
importants est acceptée dans les situations considérations comme le développement
d’urgence ou lorsqu’il n’y a qu’un seul four- régional ou les retombées économiques
nisseur connu (par exemple, pour l’achat Lors de négociations de gré à gré, négo- doivent être prises en compte? Sûrement, et
de produits brevetés). On reproche alors cier, c’est chercher à résoudre des problè- le processus d’appel d’offres n’exclut d’of-
au processus d’appel d’offres d’être long et mes qui se posent entre deux parties où fice aucune considération. Lorsque, compte
d’engendrer de la paperasse inutile. chaque acteur a, a priori, la volonté de trou- tenu de la nature des biens et services dont
Au-delà du processus, il s’agit de ne ver une solution satisfaisante. Sans vouloir on envisage l’acquisition, il est justifié de
pas oublier l’objectif, qui est d’obtenir les faire un développement complet sur la prendre en compte d’autres facteurs que
biens et services au meilleur coût possible. négociation, rappelons simplement que celui du coût, il s’agit d’intégrer des critères
La détermination du prix à payer n’est l’acheteur et le fournisseur défendent des de sélection à l’appel d’offres.
qu’un des éléments du coût. Le prix à positions différentes. Le rôle de l’acheteur L’appel d’offres a l’avantage d’être un
payer est celui qui permet au fournisseur est de faire comprendre aux fournisseurs ce processus crédible qui assure un coût com-
d’obtenir une marge de profit acceptable qui se négocie et ce qui ne se négocie pas. pétitif et la transparence. La négociation de
et à l’acheteur de payer le plus bas prix. Le L’appel d’offres a le mérite de forcer à gré à gré, pour avoir la même crédibilité,
meilleur coût tiendra compte de l’ensem- décrire avec le plus de précision possible demande un étalonnage serré des coûts, la
ble des éléments liés à l’achat de biens et les conditions d’acquisition et les produits vérification par des experts indépendants
services notamment le prix, la qualité, le ou services demandés. Dans un processus et des conditions strictes de négociation.
16 UNIVERSITY MANAGER • Summer 2006Procurement
Calling for tenders or
negotiating a contract
By Denys Bussières, Assistant to the Director, Financial Services – Supplies, École Polytechnique de Montréal
I
n the public and private sectors, the of technical criteria, the production of plans forcing the procurement conditions and
supply of goods and services has always and specifications, the performance levels to the products or services in question to
been a focal point for managers. The com- reach, the standards to meet, etc. The recent be described as accurately as possible. In
petitive tendering process may sometimes history of large public projects has shown a call for tenders process, the questions
be optional and sometimes mandatory, but how fundamental this work is. Regardless raised by various suppliers all represent
the granting of major contracts, either in of the way contracts are awarded, this work an opportunity for greater clarification of
terms of value or strategy, regularly fires is essential to the client. expectations. The call for tenders contri-
up the debate on whether to call for tenders butes to obtaining the best product at the
or negotiate a private contract. best price and fosters transparency and
In the private sector, the rules of the non-discrimination necessary for fair
common law (the Civil Code in Quebec) procurement processes. To determine the
apply. Purchases in the public sector have most advantageous bid, the client must get
other specific requirements which are comparable bids. Receiving bids that vary
unique to them. In general, they are gov- widely should raise questions about how
erned by laws and regulations outlining well needs were defined.
the rules to follow. However, the question When a call for tenders process is
still begs to be asked: Is it best to call for chosen, the client must respect the rules
tenders or negotiate a private contract? that were set and act in a way that puts
A case in point is the current debate over bidders on an equal footing. The client has
how appropriate it is to award the contract an implicit obligation to treat all bidders
to replace Montreal’s subway cars directly equally and equitably. These rules not only
to Bombardier Transportation – a contract stand true for the public sector but for the
worth about $1.2 billion. In our institutions, private one as well.
it is not uncommon for applicants to ques- On a global purchasing scale, the client
tion the need to call for public tenders. must take on the role of a strategist by
In the public sector, negotiating major discovering sources of profitability and
contracts is accepted when an emergency managing the economics of risk related to
situation arises or when there is only one environmental uncertainties. With regard
supplier (e.g., when purchasing patented to a project like the Montreal subway
products). The competitive tendering pro- system, should considerations such as
cess has been criticized for being long and regional development or economic spin-
generating needless paperwork. offs be taken into account? Of course they
Beyond the process, it is important not should. The bidding process does not auto-
to forget the goal of obtaining goods and matically exclude other considerations.
services at the best possible cost. Setting the When taking into account the nature of the
price is only one of the cost components. goods and services to be procured, it is jus-
The price one should pay should enable Negotiating a private contract involves tifiable to include factors other than cost. It
the supplier to enjoy an acceptable profit seeking to solve problems arising between is a matter of integrating all the selection
margin and the purchaser to pay the least two parties where each player has, to start criteria into the call for tenders.
amount. The lowest cost will take into with, the willingness to find a satisfactory The call for tenders has the advantage
account all components related to purchas- solution. Without getting into all the spe- of being a credible process that ensures
ing goods and services, namely the price, cifics regarding negotiations, it is worth a competitive cost and transparency. To
quality, terms of delivery, warranty (if need remembering that the purchaser and the have the same credibility, private contracts
be), after-sales service, etc. supplier defend different positions. The should be negotiated with effective cost
The key to successfully achieving the purchaser’s role is to make suppliers under- benchmarking, auditing by independent
goal lies in defining the needs. This defini- stand what is negotiable and what is not. experts and stringent negotiating condi-
tion of needs is provided in the description The call for tenders has the merit of tions.
UNIVERSITY MANAGER • Summer 2006 17F N
ifty-one applications were received for the 2006 Qual- ous avons reçu 55 candidatures au concours des Prix de
ity and Productivity Awards Program, more than any la qualité et de la productivité 2006, un record depuis le
other year since the program was started in 1987. The lancement du programme en 1987. La qualité des dossiers
quality of the submissions was also considered very high. “I soumis était également très élevée. « Je suis toujours vraiment
am always so impressed with the creativity and innovation of impressionnée par la créativité et l’innovation de nos universités »,
our universities,” said Phyllis Clark, Chair of the Quality and indique Phyllis Clark, présidente du Comité des prix de la qualité
Productivity Awards Committee. With so many very good et de la productivité. Devant tant d’excellentes candidatures et
applications and only seven awards, the Quality and Produc- le fait qu’il n’y ait que sept prix à attribuer, le Comité a choisi de
tivity Awards Committee awarded Honorary Mentions to five décerner des mentions honorables à cinq autres candidatures qu’il
additional applications that were also considered highly meri- considérait également très méritoires. Cette année, le bureau national
torious. This year, the CAUBO National Office intends to place de l’ACPAU a l’intention de publier toutes les candidatures sur son
all of the applications on its web site in word-searchable form. site Web, dans un format qui permettra la recherche par mot-clé.
“There is such a wealth of information in those applications,” « Il y a une telle richesse d’information dans ces candidatures »,
said Carole Workman, CAUBO Executive Director, “members affirme Carole Workman, directrice générale de l’ACPAU, « que nos
would benefit from access to it.” membres tireraient profit à pouvoir y accéder. »
CAUBO would also like to take this opportunity to thank L’ACPAU souhaite profiter de l’occasion pour remercier les com-
this year’s sponsors who make the Quality and Productivity manditaires de cette année, sans lesquels le programme des Prix de
Awards possible: Budget Rent a Car of Canada, Legg Mason la qualité et de la productivité serait impossible : Budget Rent a Car
Canada, and SunGard Higher Education. of Canada, Legg Mason Canada et SunGard Higher Education.
Members of the Quality and
Productivity Awards Committee/
Membres du Comité des Prix de la
qualité et de la productivité :
Phyllis Clark, University of Alberta
Sheila Brown, University of Toronto
Eric Harbottle, University of Windsor
Ron MacDonald, Interuniversity Services Inc.
Gabrielle Morrison, Saint Mary’s University
Pierre Garceau, École de technologie supérieure
John Pease, Budget Rent a Car of Canada
es des : Dave Mason, Legg Mason Canada Inc.
s auspic
/Sous le Malcolm Hudson, SunGard Higher Education
Spon sored by
Carole Workman, CAUBO/ACPAU
UNIVERSITY MANAGER • Summer 2006 19Quality and Productivity Awards
National First Prize (Tie)
The University of Ottawa
Translating vision into action
T
he University of Ottawa has developed an easy-to-use, monly used in the corporate world into the university setting.
concise, and universally-agreed to method of defining and Focusing on four interrelated perspectives (academic excellence,
determining the success of its institution. As we all know, students and community, employee commitment and quality, and
reaching consensus in a shared governance environment can be resources), the scorecard clearly reveals how corporate vision is
challenging. Unanimously accepted by both the administrative translated into action. The scorecard also serves to highlight the
and academic leadership, the straightforward one-page scorecard fundamental values of the University of Ottawa.
is the catalyst that will make the University of Ottawa one of the The scorecard retains all the traditional performance indicators,
most successful institutions of higher learning in Canada and will but really shines as a strategic management system. Because of the
demonstrate good governance. scorecard, the university is able to translate mission, vision and
With unheard of alacrity and remarkable buy-in, the university strategy into clear objectives that demonstrate to stakeholders how
has put into place a comprehensive scorecard approach based on day-to-day activities contribute to the institution’s success.
the strategic directions and actions contained in the Vision 2010 The scorecard also serves as a key communication tool. Stu-
Strategic Plan. Unique for a Canadian university, the scorecard dents, administrators, professors, staff, and alumni are all on the
takes into consideration not only the measures of success, but same wave length, working together to reach common goals,
also enhanced accountability and strategic management. The benchmarking progress, and sharing in the success that inevi-
University of Ottawa scorecard successfully adapts what is com- tably follows.
(L-R) Claude Dufresne, Jean-Marc Barrette, Lucie Mercier-Gauthier,
Hélène Carrière, François Chapleau, Victoria Diaz, Sylvie Lauzon, Victor Simon.
(Missing)
François Houle, Pierre Mercier, Robert Major, Louise Pagé-Valin, Adele Reinhartz.
For further information
on this project, please contact:
Victor Simon
Vice-President
Resources
(613) 562-5822
victor.simon@uottawa.ca
20 UNIVERSITY MANAGER • Summer 2006Quality and Productivity Awards
National First Prize (Tie)
Wilfrid Laurier University
The OneCard Program
I
n 1999, an outdated Wilfrid Laurier University (WLU) ‘meal- for goods, music and services. Moreover, the OneCard acts as a
card’ program that was not year-2000 compliant was replaced credit card for all faculty and staff on campus for all dining goods
with a new one-card program and technology. Since its modest and services, provides records and identity pictures for security
inception, intended to facilitate and track student dining, accounts use, is used for proof-of-age at the campus bars, allows deposits
and records, the WLU ‘OneCard’ has become enormously suc- to OneCard accounts through ATM-type kiosks, and provides
cessful and integrated into all facets of life at WLU. identification for all WLU students including exam access.
The OneCard now functions as a meal card for all on-campus The OneCard has significantly reduced the need for cash,
dining in some 15 locations, while tracking all purchases, taxes credit card and debit transactions on the campus, thus saving
and inventories. Students can use it for dining off-campus in both time and money for many different parts of the university.
seven restaurants and food outlets, including home delivery. The The record-keeping capabilities of the OneCard program pro-
card is accepted at four service providers on-campus including vide savings in inventory control, identify purchasing trends,
the university bookstore and copy centre, and is accepted off- and track frequency of visits and times to outlets, services and
campus for services including taxis, a pharmacy, and a tanning rooms.
salon. It is employed on-campus to purchase beverages and In OneCard use off-campus, the university has realized a valu-
food, photocopying, laser printing, event tickets and yearbooks. able source of revenue. Off-campus vendors pay a commission
It functions as a library card; grants door access to buildings, to be part of the program ($211,000 in 2005).
labs, residences and secure areas; and allows for event access to From a student, staff and faculty perspective, the OneCard
the athletic complex and university stadium. The card can even has made life and activities on campus user-friendly, simple
be used to shop online at the OneMall (an integrated program) and convenient.
(L-R) Mike Belanger, James Butler,
Nick Tomljenovic, David McMurray.
For further information
on this project, please contact:
Nick Tomljenovic
Manager of OneCard Services
(519) 884-0710 ext. 3729
ntomljen@wlu.ca
22 UNIVERSITY MANAGER • Summer 2006Vous pouvez aussi lire
