Achieving Excellence
in Education in Europe
Mike Pupius
Director of Organisational Excellence
Sheffield Hallam University, UK
Chair EFQM Education Community of
Practice
Education Community of Practice
http://excellence.shu.ac.uk
Introducing the EFQM Education
Community of Practice
Education Community of Practice
http://excellence.shu.ac.uk
EFQM Education Community of Practice
Our Vision
To promote and support the adoption of the philosophy,
methods, tools and techniques of Excellence by all
education organisations in Europe and to develop and
share good practice amongst ourselves and the other
networks we belong to.
Making a difference
Education Community of Practice
http://excellence.shu.ac.uk
EFQM Education
Community of Practice
Our Vision
To promote and support the adoption of the philosophy,
methods, tools and techniques of Excellence by all
education organisations in Europe and to develop and
share good practice amongst ourselves and the other
networks we belong to.
Education Community of Practice
http://excellence.shu.ac.uk
EFQM Education
Community of Practice
• Networking: 3-4 meeting a year
• Partnership development: TUSSIDE
• Benchmarking: AQIP, University of
Wisconsin Stout
• Education: strategies for
implementation, process management
• Research and evaluation
• Marketing and communication
Education Community of Practice
http://excellence.shu.ac.uk
Greetings from Sheffield
Education Community of Practice
http://excellence.shu.ac.uk
•
•
•
•
•
•
Former Polytechnic
University in 1992
25,000 students
Over 3000 staff
Turnover £105m
85% income from
students(government
plus fees) http://excellence.shu.ac.uk
Education Community of Practice
The Challenges:
Public Sector
• Increasing expectations of the public:
the citizens of our countries
• Increasing expectations from
governments for public services to be
efficient and effective
• Value for money
• The experience of public service: as a
parent of a child, as a student, as a
patient, as a citizen
Education Community of Practice
http://excellence.shu.ac.uk
The Challenges:
Higher Education UK
• Changes in the quality assurance regime
• Clash between managerialism and
the traditional collegial and democratic
cultures
• Rising expectations of stakeholders: the
student, the employer, the government and
funding providers
• Widening participation agenda
• E-learning agenda
• Building management capacity and capability
Sharing Good Management Practice
Education Community of Practice
http://excellence.shu.ac.uk
Understanding who the
stakeholders are
Education Community of Practice
http://excellence.shu.ac.uk
Achieving the Balance
Managerialism
Managerial effectiveness
Collegiality
Democracy
Academic freedom
Creativity
Innovation
Accountability
Value for Money
Trust
Stakeholder Needs
Education Community of Practice
http://excellence.shu.ac.uk
Who Are Our Stakeholders?
Parents
Companies
NHS
Police Forces
Students
Schools
Research Funders
QAA
LSC
HEFCE Government
Institutions
DFES
FE Colleges
Other Institutions
Suppliers
Faculty
and Staff
Education Community of Practice
Local
Community
& Region
http://excellence.shu.ac.uk
Who Are Our Stakeholders?
Parents
Companies
NHS
Police Forces
Students
Schools
Research Funders
Companies
QAA
LSC
HEFCE Government
Institutions
DFES
FE Colleges
Other Institutions
Suppliers
Faculty
and Staff
Education Community of Practice
Local
Community
& Region
http://excellence.shu.ac.uk
Who are your stakeholders?
Customers?
Funding providers?
Regulatory?
Partners
Society?
Education Community of Practice
People?
http://excellence.shu.ac.uk
Who are your stakeholders?
Education
Customers?
Students
Parents
Employers
Society?
Communities
Education Community of Practice
Funding providers?
Regulatory?
Education Ministry
Local Government
People?
Teachers
Lecturers
Administrative staff
Technical staff
http://excellence.shu.ac.uk
Required Organisational Change
External customers
Change
Employee
Feedback
Customer
Feedback
External Customers
Control Oriented and Internally Focused
Education Community of Practice
Customer Focused and Supportive
http://excellence.shu.ac.uk
What is Excellence?
The way of working that enables the
organisation to achieve balanced
stakeholder satisfaction:
• Customer: the student
• People in the organisation
• Funding provider/regulatory body
• The community served
Education Community of Practice
http://excellence.shu.ac.uk
Using the EFQM Excellence
®
Model to build management
capacity and capability:
Achieving Excellence
Education Community of Practice
http://excellence.shu.ac.uk
Excellence is about doing
the right things well
Doing the
right
things
badly
Doing the
right
things
well
Doing the
wrong
things
badly
Doing the
wrong
things
well
How you do it
Education Community of Practice
http://excellence.shu.ac.uk
Fundamental Concepts of
Excellence
Management by
Processes and Facts
People Development &
Involvement
Customer Focus
Leadership &
Constancy of Purpose
Results Orientation
Partnership Development
Public Responsibility
Continuous Learning,
Improvement
& Innovation
Education Community of Practice
http://excellence.shu.ac.uk
The Essence of Excellence in
Education
Understanding and systematically
managing all activities through key process,
and making decisions based on sound information
Developing, involving and
engaging staff, and having
shared values
Transparent and clear
leadership, with a University/
Schoolwide unity of purpose
Developing meaningful and mutually
beneficial relationships both
internally and externally
Having a clear focus on
the student, whilst considering
other stakeholder groups
Balancing and meeting the needs
of students, staff and others, through
developing appropriate indicators,
setting and tracking performance and
benchmarking
Considering the impact on the
local and wider society that
the University/School makes
Managing, sharing and acting on
learning and experiences, making
changes which enable continuous improvement
Education Community of Practice
http://excellence.shu.ac.uk
Only the focus of the service provided
changes: not what needs to be done.
The fundamental concepts transcend all
organisations: public sector, private
sector; large and small.
Education Community of Practice
http://excellence.shu.ac.uk
Symptoms of organisational
dysfunction
Causes
Blaming and
undervaluing
people
Inaccessible
leadership
Lack of trust
and
openness
Conflict and
inconsistency
of strategies
Under funding
and
resourcing
Effects
Bureaucratic silo
management.
Top-down
control.
Ineffective
decisionmaking.
Poor
communications
Demoralised
people
Remote from
customers
Declining
reputation,
financial
insecurity,
worsening
outcomes
Detached from
the needs of
society
Not joined up, not achieving
stakeholder satisfaction
The EFQM Excellence Model is a Registered Trademark
Education Community of Practice
http://excellence.shu.ac.uk
Symptoms of a successful
organisation
Causes
Clear
direction set
Accessible
leadership
Trust and
openness
Effective
management
system
Effective HR
strategy,
Empowerment
Coherence and
consistency in
policies and
strategies
Effects
Effective
management.
Integrated
processes.
Effective
decisionmaking.
Good
communications
Investment in
resources
Fulfilled
people
In harmony with
customers whose
needs are satisfied
Increasing
reputation,
financial
security,
improving
performance
Relevant to
the needs of
society
Creative and constructive, joined up,
achieving balanced stakeholder satisfaction
The EFQM Excellence Model is a Registered Trademark
Education Community of Practice
http://excellence.shu.ac.uk
EFQM Excellence Model ®
Enablers
Leadership
Results
People
People
Results
Policy &
Strategy
Customer
Results
Processes
Partnerships
& Resources
Key
Performance
Results
Society
Results
Innovation and Learning
The EFQM Excellence Model is a Registered Trademark
Education Community of Practice
http://excellence.shu.ac.uk
Enablers
Education Community of Practice
http://excellence.shu.ac.uk
EFQM Excellence Model ®
Enablers
To what extent can you
show that your chosen
approaches:
People
Are effective and efficient
in delivering your results?
Leadership
Policy &
Strategy
Processes
Partnerships
& Resources
Are deployed to their full
potential?
Demonstrate continuous
improvement?
What are the most effective approaches to
achieve your results against each of the key
enablers of the EFQM Excellence Model?
Education Community of Practice
http://excellence.shu.ac.uk
Results
Education Community of Practice
http://excellence.shu.ac.uk
EFQM Excellence Model ®
To what extent can you show that your
chosen indicators:
Comprehensively measure what is
important to your customers and others
who receive your service?
Demonstrate continuous improvement
against target and results are caused by
approaches?
To what extent do you benchmark
against the best in class?
Education Community of Practice
Results
People
Results
Customer
Results
Key
Performance
Results
Society
Results
http://excellence.shu.ac.uk
Options for accessing the
Excellence Model and unlocking
its potential
Focus on one Criterion
eg leadership
Focus on a theme
eg process management
Enablers
Results
People
Results
People
Leadership
Policy &
Strategy
Processes
Partnerships
& Resources
Customer
Results
Society
Results
Key
Performance
Results
Focus on Results
to measure eg KPIs
Innovation and Learning
Self-assess against
the whole Model
Education Community of Practice
Focus on fundamental concepts
http://excellence.shu.ac.uk
Making use of the Excellence Model:
self-assessment.
Education Community of Practice
http://excellence.shu.ac.uk
What is self assessment?
Comprehensive, systematic and regular review
of
activities and results
against
a tangible model
culminating in
planned improvement actions
Education Community of Practice
http://excellence.shu.ac.uk
What is self-assessment?
Model
Evidence
Assessment
Strengths
Areas for
Improvement
Score
Organised common sense
Education Community of Practice
Action
Plans
Copyright BQF
http://excellence.shu.ac.uk
RADAR LOGIC
Determine the
Results
required
Assess &
Review
Plan & develop
Approaches
Deploy
Approaches
Education Community of Practice
http://excellence.shu.ac.uk
Self-assessment options
Supported by Evidence
AWARD ENTRY
DATA
PROFORMA
WORKSHOP
PROCESS
RIGOUR
LOW
MATRIX
CAF
HIGH
QUESTIONNAIRE
Based on Opinion
Education Community of Practice
Copyright EFQM
http://excellence.shu.ac.uk
Exploring the potential
Education Community of Practice
http://excellence.shu.ac.uk
EFQM Excellence Model System
RADAR
Fundamental
Criteria
Sub-criteria
Areas to
address
Concepts
Self-assessment
Education Community of Practice
http://excellence.shu.ac.uk
EFQM Excellence Model System:
Outcomes
EFQM Excellence Model System
RADAR
Fundamental
Criteria
Sub-criteria
Areas to
address
Concepts
Self-evaluation
Strengths
Areas for improvement
Potential actions
Prioritised actions
Input to business plan
Benchmark score
Self-assessment
Education Community of Practice
http://excellence.shu.ac.uk
A Strategy for Excellence
Process Excellence
Depth
Planned Improvement
Continuous Improvement
Breadth
Education Community of Practice
http://excellence.shu.ac.uk
Process Model Development
From Hierarchy.................. to........................ Process Working
Education Community of Practice
http://excellence.shu.ac.uk
Sheffield Hallam University
Process Model (Version 1)
Management and Governance Processes
Strategic
Direction
Setting
•PEOPLE
•KNOWLEDGE
•RESOURCES
•POLICY
•STAKEHOLDER
EXPECTATIONS
Business
Planning
Performance
Management &
Review
•PEOPLE
•KNOWLEDGE
•STAKEHOLDER
EXPERIENCE
•ACADEMIC
OUTCOMES
•RESEARCH
SOLUTIONS
Student Recruitment
Student/Customer Services
Learning, Teaching & Assessment
Research & Business Development
HR Management &
Development
Facilities &
Estates
Education CommunityInfrastructure
of Practice
Learning
Support
processes
ICT
http://excellence.shu.ac.uk
Assessment Levels
University Wide
Strategic Planning
University Wide
Self-assessment
Mix
School/Department
Strategic Planning
Unit Based
Operational Planning
Team Based
Operational Planning
Individual / Personal
Planning
Education Community of Practice
School /Department
Wide Strategic Selfassessment
Team Wide Selfassessment
Personal Reflection
http://excellence.shu.ac.uk
Integrated Planning
Strategic market
analysis, external
scanning and positioning
Academic review from
internal and external
sources (QAA, RAE)
Stakeholder management
Academic management
Self-assessment review
of the management of
the “business”
Business management
Integrated
planning process
Meeting the needs of
Staff and
students
Funding &
auditing bodies
Education Community of Practice
Other
stakeholder
groups
http://excellence.shu.ac.uk
EFQM Excellence Model System:
Strategic Potential
EFQM Excellence Model System
RADAR
Fundamental
Criteria
Sub-criteria
Areas to
address
Leadership Development
Business Planning
Process management
Process Excellence
Benchmarking
KPI Development
Concepts
Self-assessment
Education Community of Practice
http://excellence.shu.ac.uk
The Excellence Journey
Excellence
Business Plans
Self-Assessment
&
Action plans
Self-Assessment
Health check
Planning tool
Organisational Development
Process Management
Corporate Scorecard
Goal Deployment
Personal Development
Customer and Supplier Relationship
Management
Partnership & Collaboration
Learning Organisation
Strategic tool
Integration & alignment
Maturity of organisation
Education Community of Practice
http://excellence.shu.ac.uk
Key Lessons being learnt from
applying the EFQM Excellence
Model in Education
Education Community of Practice
http://excellence.shu.ac.uk
Key Lessons Learnt
• VC and senior management leadership commitment,
drive and ownership is essential.
• Communication (internal) is a critical process.
• The complexity of our institutions is great, but the
potential impact of change is greater.
• Providing a common language and shared learning
that has not necessarily existed before.
• Common themes emerging across all pilot areas synergy in the results, despite use of differing methods.
• Staff want to improve what they are doing - real
willingness to embrace excellence.
Education Community of Practice
http://excellence.shu.ac.uk
Key Lessons Learnt (cont.)
• Much of the knowledge/information exists - just
needs to be captured, enhanced and coordinated.
• The Model itself is only the starting point, with
self-assessments highlighting key opportunities
for change.
• Other management models, tools and techniques
act as approaches to the development of the
organisation within this structured framework.
• Many of the issues relate back to processes and
partnerships.
Education Community of Practice
http://excellence.shu.ac.uk
Initial Conclusions
• The use of the EFQM Excellence Model, with some
adaptation/interpretation, is working.
• It is not a quick fix solution - but a catalyst for driving
organisational change.
• Other management tools, models and HE/FE auditing
frameworks can be used synergistically with the
Excellence Model.
• The key to linking all these together is having a clear
approach to process identification and management,
supported by values based leadership, a partnership
approach, clear communication channels, and a
balanced set of KPI’s.
Education Community of Practice
http://excellence.shu.ac.uk
Potential benefits
•
•
•
•
•
•
•
•
•
•
•
Holistic
customer focus
results oriented
benchmarking and sharing good practice
involvement: cross-departmental working
complementary to other assessments, inspections
etc
can incorporate other standards eg ISO 9000, 14000
integration, alignment, coherence
provides greater clarity of what, how, why
improving communication
achieving value for money
Education Community of Practice
http://excellence.shu.ac.uk
Concerns
•
•
•
•
Ambitious, challenging, complex
crowded agenda
strategic cohesion: where does it fit?
resources: staff involvement and project
management
• language and interpretation
• culture, attitudes
Education Community of Practice
http://excellence.shu.ac.uk
Achieving Excellence
The way of working that enables the
organisation to achieve balanced
stakeholder satisfaction:
Education Community of Practice
http://excellence.shu.ac.uk
EFQM Excellence Model ®
Enablers
Leadership
Results
People
People
Results
Policy &
Strategy
Customer
Results
Processes
Partnerships
& Resources
Key
Performance
Results
Society
Results
Innovation and Learning
Education Community of Practice
http://excellence.shu.ac.uk
EFQM Education Community of Practice
Our Vision
To promote and support the adoption of the philosophy,
methods, tools and techniques of Excellence by all
education organisations in Europe and to develop and
share good practice amongst ourselves and the other
networks we belong to.
Making a difference
Education Community of Practice
http://excellence.shu.ac.uk
Thank You!
Education Community of Practice
http://excellence.shu.ac.uk
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