Http://excellence.shu.ac.uk Education Community of Practice.

http://excellence.shu.ac.ukEducation Community of Practice

Achieving Excellencein Education in Europe

Mike PupiusDirector of Organisational ExcellenceSheffield Hallam University, UKChair EFQM Education Community ofPractice


Introducing the 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.

EFQM Education Community of Practice

Making a difference



Our Vision



• 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



Greetings from Sheffield


• Former Polytechnic• University in 1992• 25,000 students• Over 3000 staff• Turnover £105m• 85% 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 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 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


Understanding who the stakeholders are


Achieving the Balance

ManagerialismManagerial effectiveness

CollegialityDemocracyAcademic freedomCreativityInnovation

AccountabilityValue for Money

TrustStakeholder Needs


Who Are Our Stakeholders?

StudentsParents

Schools

FE Colleges

Other Institutions

HEFCE

QAA

Government

Faculty and Staff

Local Community

& Region

DFES

LSC

NHS

Companies

Suppliers

Research Funders

Police Forces

Institutions


Who Are Our Stakeholders?

Institutions

StudentsParents

Schools

FE Colleges

Other Institutions

HEFCE

QAA

Government

Faculty and Staff

Local Community

& Region

DFES

LSC

NHSCompanies

Suppliers

Research Funders

Police Forces

Companies


Who are your stakeholders?

Customers? Funding providers?

Regulatory?

Society? People?Partners


Who are your stakeholders?Education

Customers? Funding providers?

Regulatory?

Society? People?

StudentsParentsEmployers

Communities

Education Ministry

Local Government

Teachers

Lecturers

Administrative staff

Technical staff


Required Organisational Change

External Customers

Control Oriented and Internally Focused

External customers

Customer Focused and Supportive

EmployeeFeedback

Customer Feedback

Change


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


Using the EFQM Excellence Model® to build management

capacity and capability:Achieving Excellence


Excellence is about doing the right things well

Wha

t yo

u do

How you do it

Doing 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 Learning,Improvement & Innovation

Partnership Development Public Responsibility


The Essence of Excellence in Education

Balancing and meeting the needsof students, staff and others, throughdeveloping appropriate indicators,

setting and tracking performance and benchmarking

Having a clear focus on the student, whilst considering

other stakeholder groups

Transparent and clearleadership, with a University/Schoolwide unity of purpose

Understanding and systematicallymanaging all activities through key process,

and making decisions based on sound information

Developing, involving and engaging staff, and having

shared values

Managing, sharing and acting onlearning and experiences, making

changes which enable continuous improvement

Developing meaningful and mutuallybeneficial relationships both

internally and externally

Considering the impact on thelocal and wider society that

the University/School 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 silomanagement.Top-downcontrol.Ineffectivedecision-making.Poorcommunications

Remote from customers

Detached fromthe needs of

society

Conflict and inconsistency of strategies

Blaming and undervaluing people

Inaccessible leadershipLack of trust and openness

Decliningreputation,financial

insecurity,worsening outcomes

Demoralised people

Under funding and resourcing

Under funding and resourcing

Causes Effects

Not joined up, not achievingstakeholder satisfaction

The EFQM Excellence Model is a Registered Trademark


Symptoms of a successfulorganisation

Effectivemanagement.Integrated processes.Effectivedecision-making.Goodcommunications

In harmony with customers whose

needs are satisfied

Relevant tothe needs of

society

Coherence andconsistency in policies and strategies

Effective HRstrategy,EmpowermentClear

direction setAccessible leadershipTrust and opennessEffectivemanagement system

Increasingreputation,financialsecurity,

improving performance

Fulfilled people

Investment in resourcesInvestment in resources

Causes Effects

Creative and constructive, joined up,achieving balanced stakeholder satisfaction



Processes CustomerResults

Society Results

Policy &Strategy

People

LeadershipKey

PerformanceResults

PeopleResults

Partnerships & ResourcesPartnerships & Resources

Enablers Results

Innovation and Learning


EFQM Excellence Model ®


Enablers



ProcessesPolicy &Strategy

People

Leadership


Enablers To what extent can you show that your chosen 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 key

enablers of the EFQM Excellence Model?


Results



CustomerResults

Society Results

KeyPerformance

Results

PeopleResults

ResultsTo 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?


Options for accessing the Excellence Model and unlocking its potential


Society Results

Policy &Strategy

People

LeadershipKey

PerformanceResults

PeopleResults

Partnerships & Resources

Enablers Results


Focus on one Criterion eg leadership

Focus on a theme eg process management

Self-assess against the whole Model

Focus on Results to measure eg KPIs

Focus on fundamental concepts


Making use of the Excellence Model:self-assessment.


What is self assessment?

Comprehensive, systematic and regular review

of

activities and results

against

a tangible model

culminating in

planned improvement actions


What is self-assessment?

Model Evidence

Assessment

Strengths Areas for Improvement Score

Action Plans

Copyright BQFOrganised common senseOrganised common sense


RADAR LOGIC

Determine the

Results required

Plan & develop

Approaches

Deploy Approaches

Assess &

Review


DATA

PROCESS RIGOUR

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

CriteriaSub-criteria

Areas to address

Fundamental

Concepts

RADAR

Self-assessment


E F Q M E x c e l l e n c e M o d e l S y s t e m

C r i t e r i aS u b - c r i t e r i a

A r e a s t o a d d r e s s

F u n d a m e n t a l

C o n c e p t s

R A D A R

S e l f - a s s e s s m e n t

EFQM Excellence Model System:Outcomes

Self-evaluationStrengthsAreas for improvementPotential actionsPrioritised actionsInput to business planBenchmark score


A Strategy for Excellence

Planned Improvement

Process Excellence

Continuous ImprovementD

epth

Breadth


Process Model Development

From Hierarchy.................. to........................ Process Working


Sheffield Hallam UniversityProcess Model (Version 1)

Performance Management &

Review

HR Management &Development

BusinessPlanning

Facilities &Estates ICT

Student Recruitment

Student/Customer Services

Learning, Teaching & Assessment

Research & Business Development

Infrastructure processes

Management and Governance Processes

•PEOPLE•KNOWLEDGE•RESOURCES•POLICY•STAKEHOLDER EXPECTATIONS

LearningSupport

StrategicDirectionSetting

•PEOPLE•KNOWLEDGE•STAKEHOLDER EXPERIENCE•ACADEMIC OUTCOMES•RESEARCH SOLUTIONS


Assessment Levels

University WideStrategic Planning

School/Department Strategic Planning

Unit Based Operational Planning

Team Based Operational Planning

Individual / Personal Planning

Mix

University WideSelf-assessment

Team Wide Self-assessment

Personal Reflection

School /Department Wide Strategic Self-

assessment


Integrated Planning

Strategic market analysis, external

scanning and positioning

Academic review from internal and external sources (QAA, RAE)

Integrated planning process

Staff and students Funding &

auditing bodies

Other stakeholder

groups

Self-assessment review of the management of

the “business”

Stakeholder management Academic management Business management

Meeting the needs of


E F Q M E x c e l l e n c e M o d e l S y s t e m

C r i t e r i aS u b - c r i t e r i a

A r e a s t o a d d r e s s

F u n d a m e n t a l

C o n c e p t s

R A D A R

S e l f - a s s e s s m e n t

EFQM Excellence Model System:Strategic Potential

Leadership DevelopmentBusiness PlanningProcess managementProcess ExcellenceBenchmarkingKPI Development


The Excellence Journey

Excellence

Maturity of organisation

Health check Planning tool Strategic tool

Self-AssessmentAction plans

Business Plans&

Self-Assessment

Organisational DevelopmentProcess ManagementCorporate Scorecard

Goal DeploymentPersonal Development

Customer and Supplier RelationshipManagement

Partnership & CollaborationLearning Organisation

Integration & alignment


Key Lessons being learnt from applying the EFQM Excellence

Model in Education


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.


Key Lessons Learnt (cont.)

• Much of the knowledge/information exists - just needs to be captured, 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 relate 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 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.


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


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 organisation to achieve balanced stakeholder satisfaction:



Society Results

Policy &Strategy

People

LeadershipKey

PerformanceResults

PeopleResults


Enablers Results




Our Vision



Making a difference


Thank You!

Http://excellence.shu.ac.uk Education Community of Practice.

Documents

education organisations

good practice

good management practice

sheffield slide

difference slide

higher education uk

public sector slide

expectations of stakeholders