EFQM IN THE HIGHER EDUCATION. Gianluca Mulé, EFQM Castellon 1st July PDF

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EFQM IN THE HIGHER EDUCATION Gianluca Mulé, EFQM Castellon 1st July 2016 EFQM, over 25 Years of driving Excellence The EFQM founding fathers: 14 European Business leaders CEOs come come together in 1988

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EFQM IN THE HIGHER EDUCATION Gianluca Mulé, EFQM Castellon 1st July 2016 EFQM, over 25 Years of driving Excellence The EFQM founding fathers: 14 European Business leaders CEOs come come together in 1988 to found EFQM Fiat Auto SpA Ing. C. Ollivettie & C., SpA Volkswagen AG AB Electrolux KLM : Koninklijke Luchvaart Maatschappij Philips Gloeilampenfabrieken NV Avions Marcel Dassault Breguet Aviation Ciba Geigy AG Régie Nationale des Usines Renault Bull SA Robert Bosch GmBH BT British Telecommunications plc Gebr. Sulzer AG Nestlé SA EFQM founding fathers 15 Sept 1988 Had the collective ambition to lead a Quality drive beyond. The ambition of the founding fathers EFQM established October 19,1989 A shared vision of the European Industry PURPOSE Improve Competitiveness of member organizations and the total industry FOCUS Excellence of Processes Continuous Improvement Customers & Suppliers Involvement of people LETTER OF INTENT (1989) DRIVE Leaders have to drive these Fundamental Changes Deployment of Excellence through the network of partners Primary Partners Partners Commercial Non-Commercial Bbest (Belgium) Centre for Competitiveness (Ireland) APQ (Portugal) Czech Society for Quality Ukrainian Association for Quality Ministry for Higher Education, Science and Technology Metrology Institute (Slovenia) Swedish Institute for Quality (Sweden) Hellenic Management Association (Greece) Kvalitetas Quality of Life (Lithuania) Latvian Society for Quality (Latvia) Representatives HAE (Hungary) ROQ (Russia) EAQ (Estonia) Fundacji (Poland) INK (Netherlands) SSK (Slovakia) Distributors Licensed Trainers Licensed Advisors Sharjah Chamber of Commerce (Sharjah) SKEA (Abu Dhabi) King Abdullah II Center for Excellence (Jordan) Dubai Quality Group KOQIM (Kazakhstan) SII (Israel) Fundación Colombia Excelente CODEFE (Ecuador) CAQ (China) European EFQM Partners Spread of EFQM Excellence Model over Europe Our Partners in Europe National Awards based on EFQM in Europe (partnership) National Awards based on EFQM in Europe (no partnership) 30 National Partners in 25 Countries THE CONTEXT IN HIGHER EDUCATION The context of higher education today Responding to diversity and growing expectations for higher education requires a more student centric approach to learning and teaching, embracing flexible learning paths and recognising competencies gained outside formal curricula Stakeholders management and co development Research and Innovation Creating a broad advanced knowledge base Growth of internationalisation Digital learning New form of delivery Source: ESG standards & guidelines for Quality Assurance in European Higher education Standard and guidelines for Quality Assurance in the European Higher education Area (ESG) Higher education, research and innovation play a crucial role in supporting social cohesion, economic growth and global competitiveness. Higher education is an essential component of socio economic and cultural development. Standards and guidelines for internal quality assurance Standards and guidelines for external quality assurance Standards and guidelines for quality assurance agencies Academia are requested to have a policy of quality assurance forming part of strategic management ESG and EFQM Deploying a policy for Quality Assurance (criterion 1) Processes for design and approval of programmes against clear objectives (criterion 5 & 6) Student centred learning and assessment (criteria 5 & 6) Clear regulations for student life cycle (criterion 5) Competencies for teaching staff (criterion 3) Funding and resources for learning activities (criterion 4) Information Management (criterion 2) Public information (criteria 1, 5) On going monitoring and review programmes (Results) Cyclical external review (Criterion 1 & Assessment) Cyclical review vs EFQM assessment External review addressing effectiveness of internal quality assurance External review should be reliable including Self assessment External assessment with site visit A report from an external assessment A consistent follow up External assessment carried out by external experts Fact based and objective feedback And what if we use ISO Major changes ISO 9001:2015 vs ISO 9001:2008 Introduction High Level structure (HLS) Introduction of a context analysis Risk based thinking Leadership Enhanced Process approach Performance evaluation Quality manual Improvement Organisational knowledge management Communication now explicitly expanded to include external. ISO/EFQM Principles/Fundamental concepts Remarkable differences ISO Customer focus The primary focus of quality management is to meet customer requirements and to strive to exceed customer expectations. Leadership Leaders at all levels establish unity of purpose and direction and create conditions in which people are engaged in achieving the organisation s quality objectives. EFQM Adding value for customers Excellent organisations consistently add value for customers by understanding, anticipating, and fulfilling needs, expectations and opportunities Leading with vision, inspiration & integrity Excellent organisations have leaders who shape the future and make it happen, acting as role models for its values and ethics. Engagement of people Competent, empowered and engaged people at all levels throughout the organisation are essential to enhance the organisation s capability to create and deliver value Succeeding through the talent of people Excellent organisations value their people and create a culture of empowerment for the achievement of both organisational and personal goals. Relationship management For sustained success, organisations manage their relationships with relevant interested parties, such as providers ISO/EFQM Principles/Fundamental concepts Remarkable differences Process approach Consistent and predictable results are achieved more effectively and efficiently when activities are understood and managed as interrelated processes that function as a coherent system Evidence based decision making Decisions based o the analysis and evaluation of data and information are more likely to produce desired results. Improvement Successful organisations have an ongoing focus on improvement. Sustaining outstanding results Excellent organisations achieve sustained outstanding results that meet both the short and the long term needs of all their stakeholders, within the context of their operating environment. Managing with agility Excellent organisations are widely recognised for their ability to identify and respond effectively and efficiently to opportunities and threats. Harnessing creativity & innovation Excellent organisations generate increased value and levels of performance through continual improvement and systematic innovation by harnessing the creativity of their stakeholders Developing organisational capability Excellent organisations enhance their capabilities by effectively managing change within and beyond the organisational boundaries. Creating a sustainable future Excellent organisations have a positive impact on the world around them by enhancing their performance whilst simultaneously advancing the economic, environmental and social conditions within the communities they touch. SOME PILLS FROM EFQM AWARD NOMINEES FROM THE SECTOR Challenges and strategy of higher education: an EFQM prize winner example Main strategic objectives and critical success factors Talent Concentration attracting talented students, graduates, teachers, scientists Diversity of Resources diversification of sources of budgetary and extra budgetary funding through commercialisation of research, technology transfer, expanding the range of supporting services, expansion of expert and consulting activities of employees Efficient Management continuous improvement of management system in applying innovative and flexible approaches, in refining decision making process and reduce red tape Markets, offers and customers Integrated system of the resource provision Type and importance of relationships Performance management structured in subsystems Strategic development: strategic planning, management, strategy development, project development business plan, management innovation, marketing activities, study of education market Educational wok: management of educational process, methodical work, information management & computerisation, vocational guidance, quality control of education process, licensing, certification, accreditation, pre university training Scientific work: planning and organisation of research work, organisation of research activity of teachers, graduate students, Strategic priorities from a EEA nominee Students Priority 1: Engage and inspire all our students with world class teaching Priority 2: Maximise student attainment & employability by enabling individuals to achieve their full potential Growth and development Priority 3: Develop our staff, embed our values, promote further culture change and extend our reputation Priority 4: Position the College as a prominent partner in support of city region and the national economy Processes & Performances Priority 5: With a high performance focus, be the best we can be in the way we operate and work together Priority 6: Activate maximum effectiveness and efficiency through innovative practices and continuous improvement and remain vigilant of our corporate risks Finance Priority 7: Maintain our long term financial stability Annual Planning Cycle from a nominee Business Model from another EEA prize winner Business Model Prize Winner Key Partnership Local Authorities Academia Chambers Key Processes Education & Training Process Research process Key Resources Academic and Admin Staff Physical Resources Value Proposition Value proposition of education & training Value proposition of research Value proposition of application and social services Services Receivers Students Private sector Corporates Public sector institutions Services & Products Associate programmes Bachelor and master programmes Services Delivery Channels Academic Units Distance learning Projects, papers, articles Scientific activities Cost Structure Personnel Expenses Capital & Insurance Expenses Goods and services expenses Financial Resources Budget resources (treasury aid, revenue) Off Budget resources (projects, grants) Progress Map towards the EFQM prize Winner EFQM Prize Winner ISO 9000 R4E 3 star R4E 4 star National Prize Winner National Winner EFQM Recognition in Education a success story Total no. of recognitions NO. OF RECOGNITIONS Passed Pending SECTORS Maturity level for Higher Education Recognition for Education sector Committed to Excellence Committed to Excellence 2 Star Committed to Sustainability 1 Star EFQM Excellence Award Prize Winner Recognised for Excellence 3 star Recognised for Excellence 4 star Recognised for Excellence 5 star Spain way above the rest of the world Countries & Recognitions Recognised for Excellence 5 star Recognised for Excellence 4 star Recognised for Excellence 3 star EFQM Excellence Award Winner EFQM Excellence Award Prize Winner EFQM Excellence Award Finalist Committed to Sustainability 2 Star Committed to Sustainability 1 Star Committed to Excellence 2 Star Committed to Excellence Albania Algeria Austria Azerbaijan Belarus Belgium Bulgaria China Cocos (Keeling) Islands Colombia Cyprus Czech Republic Denmark Ecuador Estonia Finland France Georgia Germany Greece Hungary India Ireland Israel Italy Kazakhstan Lebanon Lithuania Luxembourg Netherlands Northern Ireland Peru Poland Portugal Qatar Russian Federation Saudi Arabia Slovakia (Slovak Republic) Slovenia Spain Switzerland Turkey Ukraine United Arab Emirates United Kingdom Score profile segmentation in ,0 Average score by criteria (2016) 60,0 50,0 AVERAGE SCORE 40,0 30,0 20,0 10,0 0,0 LEADERSHIP STRATEGY PEOPLE PARTNERSHIP PROCESSESS CUSTOMER PEOPLE RESULTS SOCIETY RESULTS BUSSINESS RESULTS CRITERIA C2E** C2S* R4E 3 Star R4E 4 Star R4E 5 Star THE FUTURE CHALLENGES OF HIGHER EDUCATION IN EUROPE European higher education: ready for the future How are we preparing students in Europe for a labour market in flux? And for active participation in an everdiversifying society? And, how is higher education applying the latest technology? In short: what are we doing to ensure that European higher education is ready for the future Strong impact on future higher education 6 key trends 6 challenges 6 developments Source: NMC Horizon report 2016 How to succeed and address these trends and challenges How to advance such trends How to surmont Pressing challenges How to leverage technologies development Let s play our cards and leverage the peer review opportunities and the drivers for excellence concepts The Drivers for Excellence Concept Made of building blocks (drivers) of excellence (not principles, as the FCs) Extracting Execution and Operational Excellence from Developing Organisational Capability Written in a language close to businesses (or the language of any sectors) 34 The Drivers for Excellence Concept The Value Proposition: EFQM will support organisations sustaining excellence through each driver and aligning each driver to strategy and business results This does not mean shifting the focus from Excellence to the driver, out of scope for EFQM. EFQM will help organisations exploiting the driver in order to achieve strategic goals and business results EFQM will do this by specific products, such as: Sharing: e.g. good practice visits/workshops, webinars, cases, networks for excellence, etc. also involving role model organisations and experts on the topics. 35 Some Drivers for Excellence in UNAMED Excellence in teaching and research to facilitate entering job market Excellent education to facilitate students entering job market and University integration in the society. Technology transfer Research State of the art research, transferring knowledge and technology to enterprises to ensure progress of the society. Recognition Recognition in Spain and internationally by building strategic partnerships and cooperation (internationalisation) CSR Promotion and contribution to social responsibility (values, environment, cultural, society) and sustainability. Civic and environmental education. Let s pick one: recognition Recognition in Spain and internationally by building strategic partnerships and cooperation (internationalisation) 1. Leadership 1a. Development of Vision, Mission, values 1b. Management system according to internationalisation 1c. Leaders involvement in strategic partnerships 1d. Leader s support to international programmes 1e. Project management of internationalisation programmes 2. Strategy 2a. Analysing needs and expectations of partners 2b. Benchmarking 2c. Internationalisation in the Strategic plan (cooperation) 2c. Review of critical competences 2d. Communication of strategy to all stakeholders involved 3. People 3a. Selection process. Alignment 3b Identification, classification and suitability of people s knowledge and competences 3c. Ambassador programme 3c. Engagement of all educational community towards cooperation and internationalisation 3e. Reward and recognition system 4. Partners & Resources 5. Processes, Products & Services 4a. Partnership strengthening 4b. Financial support to international projects 4d. Development of new technologies 4e. Knowledge management support 4e. Protection of intellectual capıtal, patents and research results 5a. Quality assurance system recognised 5b. Development of international programmes 5c. Marketing plan support 5d. Research promotion and technology transfer plan 5e. Care of international students and researchers Let s pick one: recognition Recognition in Spain and internationally by building strategic partnerships and cooperation (internationalisation) 6. Customer Results 6a. Excellent customer perception (students + collaborating bodies). Graduate & Employer satisfaction with the education 6a. Satisfaction of international students 6b. Number of new internationally recognised programmes 7. People Results 7a. Teacher s satisfaction with international programmes 7a. Satisfaction with competence development 7b1 % of TRS with PhDs 8. Society Results 8a. Reputation 8a2 % graduates recommending the university 8a3. Awards & recognitions 8b2 University extension budget 9. Business Results 9a. Business perception of graduate s capabilities. 9a11 Position in rankings 9b. International excellence campus performance indicators 9b. Research projects with businesses 9b6 % international/ Spanish master s degree students 9b3 Increasing in no. of articles and scientific publications Strong impact on future higher education 6 key trends 6 challenges 6 developments Source: NMC Horizon report 2016 Advancing cultures of innovation Let s try to explode the specific theme (advancing cultures of innovation) across the 9 criteria of EFQM. We create a red thread for the theme which represents the excellence roadmap (on the theme) for the player from higher education. Enablers Results Leadership Top down change Leaders spurring entrepreneurial Decision making process People Key competencies Innovation programs Strategy Stakeholders for innovation Collaborative strategy Processes, Products & Services Flexible and changeable curricula Involvement and feedback of students People Results Staff Innovation Perception Customer Results New Entrepreneurs Perception Business Results Number of Start Ups Additional Revenue Partnerships & Resources Programmes with schools Society Results Employability by Start Ups New technologies Perception EFQM 2012 Learning, Creativity and Innovation To do this We need to analyse with the player how the theme is developed and implemented We need to map out the theme across the model and create the specific roadmap (or canvass) for excellence We define the main approaches and main indicators with results as part of the roadmap (or canvass) We create a blank roadmap (or canvass) which could be presented and circulated across other companies (members) Blank roadmap for Excellence We create the blank roadmap (or canvass) for excellence on the theme and we share it with other interested players. The objective is to help other members mapping out their specific thematic road maps ( innovation on this case). Enablers Results Leadership Potential Approach 1 Potential Approach 2 Other approaches.. People Potential Approach 3 Potential Approach 4 Strategy Potential Approach 5 Other approaches Partnerships & Resources Potential Approach 6 Potential Approach 7 Processes, Products & Services Potential Approach 8 Potential Approach 9 Potential Approach 10 Other approaches People Results Potential Indicator 1 Potential Indicator 2 Other Indicators Customer Results Potential Indicator 4 Potential Indicator 5 Other indicators Society Results Potential Indicator 6 Other indicators Business Results Potential Indicator 7 Potential Indicator 8 Other indicators Learning, Creativity and Innovation EFQM 2012 To do this We explain and present the main elements of EFQM and its criteria with a sharing event (webinar) We present the (thematic) roadmap for excellence from the host company We give instructions to other players /members on how to create their thematic road maps Each member will map out the thematic roadmap for excellence across the model with reference to the canvass from the host company Each organisation will define approaches, indicators (and ideally performances) on the thematic roadmap Sharing event: phases of Good Practice Workshop Presentation from the host company with focus on the strategy and how the thematic roadmap of excellence fits within the strategy Working groups across the different tables to share the organisations thematic roadmaps and support peerlearning and review. In each working group a resource from the host company should be present Presentation from each working group on main conclusions of the peer-learning and high level feedback on the thematic roadmap of excel
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