Towards a holistic approach to Performance measurement and management of Higher Education Institutions & the transition from Quality to Excellence approaches.

Towards a holistic approach Towards a holistic approach to Performance to Performance

measurementmeasurement and and managementmanagement of Higher of Higher

Education Institutions & the Education Institutions & the transition from transition from Quality to Quality to Excellence approachesExcellence approaches

Towards a holistic approach Towards a holistic approach to Performance to Performance

measurementmeasurement and and managementmanagement of Higher of Higher

Education Institutions & the Education Institutions & the transition from transition from Quality to Quality to Excellence approachesExcellence approaches

Prof. Hadi Eltigani, Prof. Hadi Eltigani, President’s Advisor in President’s Advisor in Total Quality, the Presidential PalaceTotal Quality, the Presidential Palace

&&

DirectorDirector, Quality and Excellence Center, , Quality and Excellence Center, Sudan University of Science & TechnologySudan University of Science & Technology

مر على اإلنسان مع اإلدارى الفكر تعامل مر كيف على اإلنسان مع اإلدارى الفكر تعامل كيف

العصور؟العصور؟

اإلدارى : التاريخ هذا لتعريف اساسية حقب اربعة نعرف أن يمكن

•Total Quality Paradigmالشاملة • الجودة منهج

•Human Resources Paradigmالبشرية • الموارد منهج

•Human Relations Paradigmاالنسانية • العالقات منهج

•Authoritarian Paradigm• ) القابض ) أو المتسلط المنهج

Summary of Management Summary of Management ParadigmsParadigms

• Authoritarian (Sc. Mgt) Paradigm (Stomach) Says

• PAY ME WELL

• Human Relations Paradigm (Heart) says:

• TREAT ME WELL

• Human Resource (Mind) Says:

• USE ME WELL

• Total Quality Paradigm (Whole Person) Says:

• LET US TALK ABOUT VISION & MISSION, WE WANT TO MAKE MEANINGFUL CONTRIBUION

1. PersonalTrustworthiness

2. Interpersonal-trust

3. Managerial-Empr

4

Quality EvolutionInspection

Quality Control

Process Control

Quality Assurance

Total Quality Management

Excellence

Japanese Transformation

Total Quality Management

Company Wide Quality

Japanese ‘gurus’

Deming JuranFeigenbaum

etc.

Excellence - A Simple ModelExcellence - A Simple Model

Results

ProcessesPeople

Evolution of Quality thinking in Higher Education

• Education as “public good” with abundant Government funding available

• Universities established by the elite class to be guarantors of their own worth & Credibility

• 1980s and the push towards the “user-pay principle”

• Students & funding bodies growing demands• Need for accountability & value for money • Policies & Procedures to enhance Quality

Meaning of Quality in Higher Education

• Five Groups of Definitions:• 1. Continuous improvement by adopting TQM• 2. Less formidable (Harvard, Cambridge):• “Exceptional Performance by students”• 3. “the ability to transform students on an-ongoing

basis adding value to their knowledge and personal development.

• 4. “to provide value for money and become publicly accountable”

Quality in Higher Education

• 5. Fitness for purpose, once the purpose has been decided.

• Quality operates on the basis that any activity can only be assessed in relation to the purpose of that activity.

• Quality can only mean something when set within the context of a particular purpose.

• Beginning with the purpose ( the mission)

Quality Assurance in Higher Education

• Five steps approach:• 1. Identify the mission & purpose• 2. The functions the institution performs• 3. Objectives of each function with

quantitative and qualitative indicators• 4. QA system (processes & procedures to

ensure objectives are achieved• 5. Quality Audit of the system

TQM approach to managing Quality

• A clear successor of QA as it involves an application of quality management principles to all organization, staff (both academic and admin, students and other partners.

ISO 9000

ImprovementProcess

Continuos Im

provement T

owards T

QM

Assessment of TQM in Higher Education• Critical Success Factors

• 1. Emphasis on the individual• 2. Matching of customer needs &

Products/Services design• 3. Measurement of performance• 4. Costs reductions• 5. Continuous improvement

Excellence in Higher Education

• Pilots of the MBNQA & EFQM in the US & Europe, Australia & the far East.

• Excellence model is an approach which will support & nurture continuous improvement and organizational change in a holistic way.

• An Explosion in the use of the Excellence model in Europe and the US in the public sector as well as Higher education.. (Price Water House report 2000).

Excellence - A Simple ModelExcellence - A Simple Model

Results

ProcessesPeople

EFQM Excellence Model: Fundamental Concepts

Results Orientation Customer Focus Leadership and Constancy of Purpose Management by Processes and Facts People Development and Involvement Continuous Learning, Innovation and

Improvement Partnership Development Corporate Social Responsibility

The Fundamental Concepts of Excellence:

EFQM Excellence Model Definitions (2003)Interpretation for Further and Higher Education

Results Orientations

Excellence is achieving results that delight all the organization's stakeholders.

Focusing clearly on and understanding students and other customers, their needs, expectations and values, keeping in consideration and valuing their contribution, and the contribution of other stakeholder groups.

Customer Focus

Excellence is creating sustainable customer value.

Anticipating, balancing and meeting the current and future needs of students, staff and others, through developing and setting a balanced range of appropriate indicators or targets, tracking performance, benchmarking, and taking appropriate action based on this holistic range of information.

Leadership and constancy of Purpose

Excellence is visionary and inspirational leadership, coupled with constancy of purpose.

Clearly demonstrating visionary and inspirational leadership, which is transparent and open, with a constancy and unity of purpose which is shared by everyone in the institution.

The Fundamental Concepts of Excellence:

Management by Processes and Facts

Excellence is managing the organization through a set of interdependent and interrelated systems, processes and facts.

Understanding and systematically managing all activities through a set of interdependent and interrelated systems and processes, with decisions based on sound and reliably evidenced information.

People Development and Involvement

Excellence is maximising the contribution of employees through their development and involvement.

Developing, involving and engaging staff, maximising their contribution in a positive and encouraged way, with shared values and a culture of trust, openness and empowerment.

Partnership Development

Excellence is developing and maintaining value-adding partnerships.

Developing meaningful and mutually beneficial relationships, both internally and externally, in order to gain added value for partners, and support the achievement of both strategic and operational objectives.

The Fundamental Concepts of Excellence-con

Corporate Social Responsibility

Excellence is exceeding the minimum regulatory framework in which the organisation operates and to strive to understand and respond to the expectations of their stakeholders in society.

Understanding, appreciating and considering positively the way in which the institution interacts with and impacts on the local and wider society, from both a practical and ethical perspective.

Continuous Learning Innovation and Improvement

Excellence is challenging the status quo and effecting change by using learning to create innovation and improvement opportunities.

Stimulating, encouraging, managing, sharing and acting on learning and experiences, making changes using innovation and creativity, and enabling continuous improvement to add value in a consistent way.

Agility

The ability to act quickly to the changing demands of students and stakeholders in terms of speed of response and flexibility to deliver.

WhatWhat are the are the Results we need Results we need to achieve & to achieve & HowHow to achieve them?to achieve them?

ExcellentBusinessResults,

(Financial&

Operational

ExcellentBusinessResults,

(Financial&

Operational

LeadershipLeadership ProcessesProcesses

EmployeeSatisfaction

EmployeeSatisfaction

CustomerSatisfaction

CustomerSatisfaction

Society Satisfaction

Society Satisfaction

People Development

& involvement

People Development

& involvement

Policy &Strategy

Policy &Strategy

Resources& Partnerships

Resources& Partnerships

Enablers Results

Convergence of Quality ThinkingConvergence of Quality Thinking

The Excellence ModelRESULTS 50%ENABLERS 50%

KeyPerformance

Results15%

People9%

Policy &Strategy

8%

Leadership10%

Partnerships& Resources

9%

PeopleResults

9%

CustomerResults

20%Processes

14%

SocietyResults

6%

INNOVATION & LEARNING© EFQM 1999. The Model is a registered trademark of the EFQM

Allocation of percentages4.3

satisfied 10%

9%

8%

9%

14% 15%

9%

20%

6%

Enablers Results

50% 50%

Time

300: Good organization, quality assurance in place, starting continuous improvement

500: Very good organisation, sustained improvement programme, process orientation, clear performance improvement

700: Excellent organisation, improvement a way of life, empowered employees, sector benchmark, sustained excellent business results

The Route to World Class

EFQM: Enablers

How you manage Approaches are:

Sound, rationalised, well-defined, focussed on stakeholder needs, integrated

Deployed: Systematically to all staff, in every division, across

all sites, through all activities Assessed and Reviewed through:

Measurement, learning and improvement

EFQM: Results

What you achieve Results are:

Improving long term, achieving appropriate targets, best in class, linked to what you do

Their scope is: Across all relevant areas, through all

potential measures, aligned to objectives

Criterion 1: Leadership4.7.1

DEFINITION:

Excellent Leaders develop and facilitate the achievement of the mission and vision. They develop organisational values and systems required for sustainable success and implement these via their actions and behaviours. During periods of change they retain a constancy of purpose. Where required, such leaders are able to change the direction of the organisation and inspire others to follow

FIVE SUB-CRITERIA

Criterion 2: Policy and Strategy4.7.3

DEFINITION:

Excellent Organisations implement their mission and vision by developing a stakeholder focused strategy that takes account of the market and sector in which it operates. Policies, plans, objectives, and processes are developed and deployed to deliver the strategy.

FOUR SUB-CRITERIA

Criterion 3: People4.7.5

DEFINITION:

Excellent organisations manage, develop and release the full potential of their people at an individual, team-based and organisational level. They promote fairness and equality and involve and empower their people. They care for, communicate, reward and recognise, in a way that motivates staff and builds commitment to using their skills and knowledge for the benefit of the organisation.

FIVE SUB-CRITERIA

Criterion 4: Partnerships and Resources

DEFINITION:

Excellent organisations plan and manage external partnerships, suppliers and internal resources in order to support policy and strategy and the effective operation of processes. During planning and whilst managing partnerships and resources they balance the current and future needs of the organisation, the community and the environment.

FIVE SUB-CRITERIA

Criterion 5: Processes

DEFINITION:

Excellent organisations design, manage and improve processes in order to fully satisfy, and generate increasing value for, customers and other stakeholders.

FIVE SUB-CRITERIA

Criterion 6: Customer Results

DEFINITION:

Excellent organisations comprehensively measure and achieve outstanding results with respect to their customers

TWO SUB-CRITERIA

Criterion 7: People Results

DEFINITION:

Excellent organisations comprehensively measure and achieve outstanding results with respect to their people

TWO SUB-CRITERIA

Criterion 8: Society Results

DEFINITION:

Excellent organisations comprehensively measure and achieve outstanding results with respect to society

TWO SUB-CRITERIA

Criterion 9: Key Performance Results

DEFINITION:

Excellent organisations comprehensively measure and achieve outstanding results with respect to the key elements of their policy and strategy.

TWO SUB-CRITERIA

Benefits of using the Excellence model

• It looks at all areas of the organization offering a holistic approach

• Self assessment against a non-prescriptive model & detailed criteria

• Agile, easily adaptable to suit the requirements of the user (size, sector..)

• Factual evidence assessment• An integrated framework for other initiatives

(IIP, BSC, ISO, etc..)

ISO 9000• Excellence Model is broader than

current ISO 9000

• But in November 2000 ISO 9000 largely caught up

Investors In People StandardInvestors In People Standardss

Knowledge (What)

Skill (How)Attitude (Why)

I.I.P Standards

PlanningCom

mitm

ent

Evaluation Action

An Inve

stor i

n Peo

ple is

fully

com

mitt

ed to

develo

ping i

ts peo

ple in

order

to ac

hieve i

ts aim

s

& ob

jectiv

es

An Inve

stor I

n Peo

ple

develo

ps its

people

effec

tively

in or

der to

impro

ve it

s per

form

ance

An Investor In People is

clear about its aims+

objectives & what its

people needs to do to

achieve them

An Investor In People

understands the impact

of its investment in

people on its

performance

The Standard is built upon four basic principles:

Commitment Planning Action Evaluation These principles are underpinned by 12 indicators of good practice

The I.I.P Standard

Correlation between the EFQM Excellence Model and Other

Improvement Initiatives

1Leadership

2Policy &Strategy

3People

4Partnership& Resources

5Processes

6CustomerResults

7PeopleResults

8SocietyResults

9Key

PerformanceResults

Others

ISO 14000

ImprovementInitiative Model Criteria

Investorsin People

ISO 9000

Benefits of the Excellence Model

• It offers objective balanced set of results, KPIs, not just financial

• Focus on the need of people, customers, community and other elements of society

• Benchmarking opportunities with others all over the world

• Common language ease sharing of best practices

Benefits of the excellence model

• Strong stakeholder focused approach, not only students, parents, employees, employers, funding bodies, local communities

• Student relationship is not just customer-supplier put “Partners in learning”

The shift from Quality to Excellence

• The shift is subtle, but significant• Excellence embraces quality, but looks

beyond it to an Outcome that is excellent in the eyes of All relevant Stakeholders

• Excellence is the journey, Perfection is the destination, quality is a milestone

• Excellence is How we work and What we achieve

Putting Quality into context

• Emphasis with quality systems has been primarily with Assurance in specific areas (mainly academic) rather than a holistic approach offered by the Excellence model

How Do We Start in our higer education institutes?

Where are we now?

Where do we want to be?

How do we get from here to there?

RADAR and Strategic Planning

1. DetermineRESULTSrequired

2. Plan and developAPPROACHES

3. DEPLOYapproaches

4. ASSESS ANDREVIEWapproaches and their deployment

© EFQM 1999. The Model is a registered trademark of the EFQM

The RADAR Concept• Higher Education institutes are invited to decide which

results it wishes to measure its achievements (both financial & operational)

• The perception of its key stakeholders• The overall strategic direction and the goals it wishes to

achieve.• The excellence model presents an-integrated approach

to performance management & measurement.• The model provides a continuous assessment tool for

both approaches and deployment of strategies.

RADAR APPROACH• All things the Higher Education institution does are

called approaches and key questions are:• - how effective & efficient are the approaches in

delivering the required performance• Are the approached deployed to their max extent• Is the deployment carried out in a structured way?• Is the effectiveness of the approaches assessed &

reviewed in a systematic way?• Is there evidence of learning through sharing of good

practices or Benchmarking?• Does measurement & learning lead to the

identification and prioritization of specific improvements?

Assessment of the Results achieved in Higher Education

• Performance of a Higher Education organizations should be assessed in terms of the results achieved:

Key questions are:• - Do the results comprehensively measure what is

important to the students and all other stakeholders?• - Do the results show positive trends against targets? • - Do the results show good comparisons against

external organizations locally, regionally or internationally?

• Is there evidence that results are caused by the approaches?

Implementation of Self-Assessment and Improvement in Higher

Education

What is Self-Assessment?

Formal definition:

A comprehensive, systematic and regular review of activities and results against a tangible model culminating in planned improvement actions

What is Self-Assessment?

Asks searching questions about your organisation

Done internally by you and your people Provides a score for the organisation’s

performance Gives guidelines on preferred behaviours Creates the ability to measure what you do Identifies strengths and areas for

improvement leading to focused action plans

Benefits of Self-Assessment Aligns customer focus and quality of

management with policy and strategy Provides a greater understanding of how the

organisation actually works Encourages prioritisation of what are often

scarce resources Engenders continuous improvement Enables benchmarking both internally and

externally Facilitates the sharing of best practice

Self-Assessment:Various Options

• Award simulation - document up to 75 pages• Pro-forma summaries for each criterion part• Management workshop• Purpose-designed questionnaire• Questionnaire-based software• Business Improvement Matrix• Peer review (“hybrid” approach)

EffortValue

SimplicityGetting Started

Award Simulation

‘Portfolio’

Questionnaire

Workshop or Matrix

Advantages and Disadvantages

DATA

Supported by evidence

HIGH

Based on opinion© EFQM

PROCESS RIGOUR

Award Simulation

Proforma

Workshop

LOW

Matrix

Questionnaire

Why Do We Need to Consider EVIDENCE-BASED Assessment?

• for external scrutiny, validation, inspection• for ourselves – danger of opinion-based

assessment• to test reality of ‘claims’• to identify missing evidence and hence

missing objective consideration• to enable us to put in place appropriate

evidence gathering and evidence-based management systems for the future

What Evidence Do We Need of Improvement?

What Do We Mean by Improvement?

DetermineRESULTSrequired

Plan and developAPPROACHESDEPLOY

approaches

ASSESS ANDREVIEWapproaches and their deployment

© EFQM 1999

Not anecdotal

Not opinion/belief

Scope – all criteria of the Model

Evidence of RADAR mechanism:

Evidence Needed

• Enablers - sound, integrated

• Results - favourable and appropriate

- implemented and systematically deployed

- measurement, learning and improvement

- trends, targets, comparisons, causes- scope

Reaction to Self-Assessment Evidence

• Feedback Acceptance Model

MOOD

TIME

Shock (I)

(Denial II)

Disillusionment (III)

Letting Go (IV)

Testing (V)

Consolidation (VI)

Internalisation (VII)

Time Wasting

Resistance to Change

Risk of Abandoning

Self-Assessment

Learn to Value

Feedback

Unsystematic Improvement

Systematic Improvement

Routine use of Feedback

RESULTS 50%ENABLERS 50%

KeyPerformance

Results

People

Policy &Strategy

Leadership

Partnerships&

Resources

PeopleResults

CustomerResultsProcesses

SocietyResults

INNOVATION & LEARNINGEFQM 1999 The Model is a registered trademark of the EFQM

• Award Assessment – what are they doing, what are they achieving?

• Start on left )in English!(

• Strengths, Areas for Improvement, Scores• Missing data?/Prioritised improvement action?

“Forward Use of Model”

“Backwards Use of Model”

• Self-Assessment – what are we/aren’t we achieving and why?

• Start with the Outcomes – look for prioritised improvement

People Results

KeyPerformance

Results

SocietyResults

CustomerResults

People

Processes

Partnerships&

Resources

Policy&

StrategyLeadership

GAP

SHORTFALLCP TargetsBenchmarks(the WHAT)INNOVATION AND LEARNING

What do we have to do to put it right?(the HOW)

Key Tools for Improvement• Self-Assessment• Outcome measurements• Process Thinking and measurement• Benchmarking• Balanced Scorecards

Processes and Process Thinking

• Not new, but not natural due to our organisational structures

• Functional measurement

v Process measurement• Edwards Deming

“Management by use of the

visible figures, with little or no attention to the unknown or unknowable figures”

Process

Divisions/Departments

Inputs Process Outputs Outcomes

Process Analysis• Edwards Deming

“Draw a flowchart for whatever you are doing, until you do you do not understand what you are doing, you just have a job”“The first step in any organisation is to map the process, then everyone may understand what his job is”• Process Ownership, Proceduralisation, Change

Control, Training, Standardisation, Benchmarking, Piloting, Service Improvement

Process Deployment Flowchart

The Cast of Characters

Dept X Dept Y Dept Z Mr A Mrs B Customer

Task to bedone by X

Dept X toissue report

Meeting chaired by Dept Xwith Dept Y, Z, Mrs B & Customer

Mrs Bdecides

outcomes

Minute Meeting

Mr A & Mrs B to doStandard Task (Led by Mrs B)

No

(Not OK)Yes(OK)

- Horizontal line shows customer-supplier relationships- Dropped shadow indicates more details on another sheet- Dashed lines indicate negative/”unusual” path

• Measuring process efficiency– timeliness– volume– accuracy– quality– reliability– cost– flexibility, etc

• Recycling/Negative paths– how often?– why (pareto of causes)– cost– time delay– customer dissatisfaction

Analysing the Process Flowchart

Process Benchmarking

What Benchmarking is not:• Cosy clubs/”liquid benchmarking”• Unfocused “industrial tourism”• Scattergun surveys• League tables• Showing we are best• “impossible because we are unique”• “only possible with “similar” organisations

What Benchmarking is:• A rigorous process• Focused on identifying and improving what you are

not so good at• Always possible• Possible at various levels – process, service,

Department/Division, organisation• Possible within a service, between services, across

the organisational sector, outside the sector• Easiest/most productive if focused on comparing and

improving small parts of a process/service

Balanced Scorecards

What information do we need in order to manage? Often too many measures, high and low level, confused! Some key aspects of measurement missing –

“managing the figures not the actual performance” Development of a hierarchical scorecard based on the

EFQM Excellence Model, with policy deployment as basis for process and performance measurement and measurement dashboards for all managers

What Should the EFQM Excellence Model Be Used for?

• to take stock• to identify priorities• to manage improvement• to continuously monitor and manage

performance• to develop an effective quality strategy• as a concept model

Management Commitment

Initial External Expert Stocktake

Development of 5-year Implementation Plan

People Development

Systems Development and Implementation

Self-Assessment

• As a holistic concept model of Excellence• As a framework for objective self-assessment• As a framework for managing improvement• As a framework for managing the organization

Using the Business Excellence Model for Implementing Excellence