Building Quality Culture with Facts Using a Dashboard in IQA Edited from: Learning from America A HEFCE Leadership, Governance and Management Fund project.

“Building Quality Culture with Facts”“Using a Dashboard in IQA”

Edited from: “Learning from America”A HEFCE Leadership, Governance and Management Fund project

Internal quality assurance,Enhancing quality culture.

ENQA seminar, London, 8/9 June 2010

Paul Klute, University of Kansas, US.Philip Sullivan, Liverpool John Moores University, UK.

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Link to Example Chart Next

“One of the foundation stones is management with facts…if you start

with a vision and core values and then you manage with facts, you’re way down the road…we would have cut

years off our experience had we started there.”

Dr Dean Hubbard, President Emetitus Northwest Missouri State University, 2003

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Phase 1:STRATEGICCONTEXT

Phase 2:STRATEGY

IDENTIFICATION& REFINEMENT

Phase 3:7-STEP PLANNING

PROCESS DEVELOPMENT &

DEPLOYMENT

Phase 4:BALDRIGE

SELF-ASSESSMENT

MISSION/VALUES

VISIONENVIRON-MENTAL

SCAN

INTERNALANALYSIS

STRATEGICKQIs

TACTICAL KQIs

GOALS ANDOBJECTIVES

ASSESSMENT

ACTION PLAN

RESULTS

PROCESSMANAGEMENT

FACULTY/STAFF FOCUS

PLANNING

STUDENTFOCUS

INFORMATION& ANALYSIS

LEADERSHIP

NORTHWEST QUALITY SYSTEMS MODEL

TRENDS

IMPROVEMENTS

STRETCH GOALS

STRATEGICINITIATIVES

CHAMPIONS

DEPLOYMENTPLANS

MEASUREMENTPLANS

COMMUNI-CATIONPLANS

DECISIONDRIVERS

HRPLANS

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Building a House of Quality

MANAGEMENT WITH FACTS

CONTINUOUSIMPROVEMENT

CU

ST

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CU

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HIG

H E

XP

EC

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TIO

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INV

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NT

AS

SE

SS

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EE

DB

AC

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TRUST

SHARED VALUES AND VISION

Northwest’s values Click here

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Dr Dean Hubbard, President Emeritus.

3 mins 56 secs.

Q. How do the university’s core values underpin the “Culture of Quality” at

Northwest?

A. Click here

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Building a House of Quality

MANAGEMENT WITH FACTS

CONTINUOUSIMPROVEMENT

CU

ST

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ER

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CU

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HIG

H E

XP

EC

TA

TIO

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INV

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SS

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DB

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TRUST

SHARED VALUES AND VISION

Northwest’s values Click here

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Scaling the wall

PEOPLE ARE THE PROBLEM

MANAGEMENT MUSCLES IMPROVEMENT

PEOPLE ARE THE SOLUTION

PROCESSES DRIVE IMPROVEMENT

COGSDATAPOINTS

CONTRI-BUTORS

STAKE-HOLDERS

IMP

RO

VE

ME

NT

BA

RR

IER

WA

LL

•Customer surveys

•Assessment systems

•Management by fact

•Planning processes

•Best practices

•Tools and techniques

•Empowered teams

•Aligned systems

•Prevention and improvement-based assessment

•Best systems

•Continuous quality improvement

•Stretch goals

“Theory X” “Theory Y”

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Dr Dean Hubbard, President Emeritus. 3 mins 56 secs.

Q. The second foundation stone of “The House of Quality” is trust. In this context you have referred to scaling “The Wall.”

Would you explain please?

A. Click here

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Scaling the wall

PEOPLE ARE THE PROBLEM

MANAGEMENT MUSCLES IMPROVEMENT

PEOPLE ARE THE SOLUTION

PROCESSES DRIVE IMPROVEMENT

COGSDATAPOINTS

CONTRI-BUTORS

STAKE-HOLDERS

IMP

RO

VE

ME

NT

BA

RR

IER

WA

LL

•Customer surveys

•Assessment systems

•Management by fact

•Planning processes

•Best practices

•Tools and techniques

•Empowered teams

•Aligned systems

•Prevention and improvement-based assessment

•Best systems

•Continuous quality improvement

•Stretch goals

“Theory X” “Theory Y”

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Managing Expectations & Evaluating Perceptions

• Needs• Previous Experience• Nature of the

Interaction • Reputation• Commitments

• Ease of Interaction• Reliability• Timeliness• Tangibles• Innovations

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Dr Dean Hubbard, President Emeritus.

1 min 52 secs.

Q. Many people feel we have too

much data. What is your view?

A. Click here

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Steve Egan, Deputy CEO.

1 mins 00 sec.

Q. Many people believe there is too

much measurement?

A. Click here

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“Measure the vital few, the ones that tell you something that you

need to know.”

Steve Egan, HEFCE, 2002

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“..if a measure is not giving you useful information, get rid of it.”

Dr Dean Hubbard

Northwest Missouri State University 2003

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Dr Dean Hubbard, President Emeritus.

1 min 02 secs.

Q. How do you manage confidentiality

if most people have access to the dashboard?

A. Click here

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Define & Validate KQIs

Define & Validate KQIs1

Decision Drivers

• Student Academic Performance

• Student, Faculty, Staff Satisfaction

• Financial Viability

• Enrollment

Strategic Initiatives

Set Targetsor Stretch

Goals

Set Targetsor Stretch

Goals

Search forBetter

Practices

Search forBetter

Practices

Set Baselines,TrackTrends

Set Baselines,TrackTrends

Action Plan &Deployment

Strategy

Action Plan &Deployment

Strategy

Formulate anAssessment

Strategy

Formulate anAssessment

Strategy

Set Goals &Objectives

Set Goals &Objectives

3

45

6

7

Figure 6.1-1 Northwest’s Seven-Step Planning Process (SSPP)

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President’s DashboardPresident’s Dashboard

EXCEL

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Click here

HEFCE 2008 EFQM award submission:

Click here

Northwest Baldrige section 4:

Click here

Further information:

Click here

How the EFQM Model works:

Click here

LFHE Engage magazine interview with Steve Egan:

Click here

Northwest Baldrige section 7:

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Should you require please contact:

Dr Dean Hubbard [email protected]

Adrian Officer [email protected]

Paul Klute [email protected] or [email protected]

Prof Philip Sullivan [email protected] or [email protected]

StartBack

Northwest’s cultural core values

• We focus on our students and stakeholders.• We care about each other.• We are a learning organization, continually

improving our university and ourselves.• We collaborate and work together to accomplish

our goals.• We master the details of what we do.• We are open and ethical.• We are leaders in our field.

Back to the House of Quality Click here