1、,Introducing the EFQM Education Community of Practice,Our VisionTo 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.,EF
2、QM Education Community of Practice,Making a difference,EFQM Education Community of Practice,Our VisionTo 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 a
3、nd the other networks we belong to.,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,EFQM Education Community of Practice,
4、Greetings from Sheffield,Former PolytechnicUniversity in 199225,000 studentsOver 3000 staffTurnover 105m85% income from students(government plus fees),Increasing expectations of the public: the citizens of our countries Increasing expectations from governments for public services to be efficient and
5、 effective Value for money The experience of public service: as a parent of a child, as a student, as a patient, as a citizen,The Challenges: Public Sector,The Challenges: Higher Education UK,Changes in the quality assurance regime Clash between managerialism andthe traditional collegial and democra
6、tic 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,Understanding who the stakeholders are,Achieving the Balance,
7、Managerialism Managerial effectiveness,Collegiality Democracy Academic freedom Creativity Innovation,Accountability Value for Money Trust Stakeholder Needs,Who Are Our Stakeholders?,Students,Parents,Schools,FE Colleges,Other Institutions,HEFCE,QAA,Government,Faculty and Staff,LocalCommunity & Region
8、,DFES,LSC,NHS,Companies,Suppliers,Research Funders,Police Forces,Institutions,Who Are Our Stakeholders?,Institutions,Students,Parents,Schools,FE Colleges,Other Institutions,HEFCE,QAA,Government,Faculty and Staff,LocalCommunity & Region,DFES,LSC,NHS,Companies,Suppliers,Research Funders,Police Forces,
9、Companies,Who are your stakeholders?,Customers?,Funding providers? Regulatory?,Society?,People?,Partners,Who are your stakeholders? Education,Customers?,Funding providers? Regulatory?,Society?,People?,Students Parents Employers,Communities,Education MinistryLocal Government,TeachersLecturersAdminist
10、rative staffTechnical staff,Required Organisational Change,External Customers,Control Oriented and Internally Focused,External customers,Customer Focused and Supportive,Employee Feedback,Customer Feedback,Change,What is Excellence?,The way of working that enables the organisation to achieve balanced
11、 stakeholder satisfaction:Customer: the studentPeople in the organisationFunding provider/regulatory bodyThe community served,Using the EFQM Excellence Model to build management capacity and capability: Achieving Excellence,Excellence is about doing the right things well,What you do,How you do it,Do
12、ing the right things badly,Doing the wrong things badly,Doing the right things well,Doing the wrong things well,Fundamental Concepts of Excellence,Results Orientation,Customer Focus,Leadership & Constancy of Purpose,Management by Processes and Facts,People Development & Involvement,Continuous Learni
13、ng, Improvement & Innovation,Partnership Development,Public Responsibility,The Essence of Excellence in Education,Balancing and meeting the needs of students, staff and others, through developing appropriate indicators, setting and tracking performance and benchmarking,Having a clear focus on the st
14、udent, whilst considering other stakeholder groups,Transparent and clear leadership, with a University/ Schoolwide unity of purpose,Understanding and systematically managing all activities through key process, and making decisions based on sound information,Developing, involving and engaging staff,
15、and having shared values,Managing, sharing and acting on learning and experiences, making changes which enable continuous improvement,Developing meaningful and mutually beneficial relationships both internally and externally,Considering the impact on the local and wider society that the University/S
16、chool makes,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.,Symptoms of organisational dysfunction,Bureaucratic silo management. Top-down control. Ineffective decision- ma
17、king. Poor communications,Remote from customers,Detached from the needs of society,Conflict and inconsistency of strategies,Blaming and undervaluing people,Inaccessible leadership Lack of trust and openness,Declining reputation, financial insecurity, worsening outcomes,Demoralised people,Under fundi
18、ng and resourcing,Causes,Effects,Not joined up, not achieving stakeholder satisfaction,The EFQM Excellence Model is a Registered Trademark,Symptoms of a successful organisation,Effective management. Integrated processes. Effective decision- making. Good communications,In harmony with customers whose
19、 needs are satisfied,Relevant to the needs of society,Coherence and consistency in policies and strategies,Effective HR strategy, Empowerment,Clear direction set Accessible leadership Trust and openness Effective management system,Increasing reputation, financial security, improving performance,Fulf
20、illed people,Investment in resources,Causes,Effects,Creative and constructive, joined up, achieving balanced stakeholder satisfaction,The EFQM Excellence Model is a Registered Trademark,Processes,Customer Results,Society Results,Policy & Strategy,People,Leadership,Key Performance Results,People Resu
21、lts,Partnerships & Resources,Enablers,Results,Innovation and Learning,The EFQM Excellence Model is a Registered Trademark,EFQM Excellence Model ,Enablers,EFQM Excellence Model ,Processes,Policy & Strategy,People,Leadership,Partnerships & Resources,Enablers,To what extent can you show that your chose
22、n approaches: Are effective and efficient in delivering your results? Are deployed to their full potential? Demonstrate continuous improvement?,What are the most effective approaches to achieve your results against each of the keyenablers of the EFQM Excellence Model?,Results,EFQM Excellence Model ,
23、Customer Results,Society Results,Key Performance Results,People Results,Results,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
24、caused by approaches? To what extent do you benchmark against the best in class?,Options for accessing the Excellence Model and unlocking its potential,Focus on one Criterioneg leadership,Focus on a theme eg process management,Self-assess against the whole Model,Focus on Results to measure eg KPIs,F
25、ocus on fundamental concepts,Making use of the Excellence Model: self-assessment.,What is self assessment?,Comprehensive, systematic and regular review of activities and resultsagainst a tangible model culminating inplanned improvement actions,What is self-assessment?,Model,Evidence,Assessment,Copyr
26、ight BQF,Organised common sense,RADAR LOGIC,DATA,PROCESSRIGOUR,LOW,HIGH,QUESTIONNAIRE,MATRIX,WORKSHOP,Based on Opinion,Supported by Evidence,PROFORMA,AWARD ENTRY,Self-assessment options,Copyright EFQM,CAF,Exploring the potential,EFQM Excellence Model System,Fundamental,Concepts,RADAR,Self-assessment
27、,EFQM Excellence Model System: Outcomes,Self-evaluation Strengths Areas for improvement Potential actions Prioritised actions Input to business plan Benchmark score,A Strategy for Excellence,Planned Improvement,Process Excellence,Continuous Improvement,Depth,Breadth,Process Model Development,From Hi
28、erarchy to Process Working,Sheffield Hallam University Process Model (Version 1),Performance Management & Review,HR Management & Development,Business Planning,Facilities & Estates,ICT,Student Recruitment,Student/Customer Services,Learning, Teaching & Assessment,Research & Business Development,Infras
29、tructure processes,Management and Governance Processes,PEOPLE KNOWLEDGE RESOURCES POLICY STAKEHOLDEREXPECTATIONS,Learning Support,Strategic Direction Setting,PEOPLE KNOWLEDGE STAKEHOLDEREXPERIENCE ACADEMICOUTCOMES RESEARCHSOLUTIONS,Assessment Levels,Integrated Planning,Strategic market analysis, ext
30、ernal scanning and positioning,Academic review from internal and external sources (QAA, RAE),Integrated planning process,Self-assessment review of the management of the “business”,Stakeholder management,Academic management,Business management,Meeting the needs of,EFQM Excellence Model System: Strate
31、gic Potential,Leadership Development Business Planning Process management Process Excellence Benchmarking KPI Development,The Excellence Journey,Excellence,Maturity of organisation,Health check,Planning tool,Strategic tool,Self-Assessment,Action plans,Business Plans,&,Self-Assessment,Organisational
32、Development,Process Management,Corporate Scorecard,Goal Deployment,Personal Development,Customer and Supplier Relationship,Management,Partnership & Collaboration,Learning Organisation,Integration & alignment,Key Lessons being learnt from applying the EFQM Excellence Model in Education,Key Lessons Le
33、arnt,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
34、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.,Key Lessons Learnt (cont.),Much of the knowledge/information exists - just needs to be capture
35、d, enhanced and co-ordinated. 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 rela
36、te back to processes and partnerships.,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 use
37、d 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 KPIs.,Potential benefits,Holistic
38、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
39、 communication achieving value for money,Concerns,Ambitious, challenging, complex crowded agenda strategic cohesion: where does it fit? resources: staff involvement and project management language and interpretation culture, attitudes,Achieving Excellence,The way of working that enables the organisa
40、tion to achieve balanced stakeholder satisfaction:,Processes,Customer Results,Society Results,Policy & Strategy,People,Leadership,Key Performance Results,People Results,Partnerships & Resources,Enablers,Results,Innovation and Learning,EFQM Excellence Model ,Our VisionTo 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.,EFQM Education Community of Practice,Making a difference,Thank You!,
