© Centre for Integral Excellence Sheffield Hallam University Excellence in Education EFQM Education Community of Practice Athens October 2004 MIKE PUPIUS Chair EFQM Education Community of Practice

© Centre for Integral Excellence Sheffield Hallam University EFQM Education Community of Practice: Our Mission 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

© Centre for Integral Excellence Sheffield Hallam University Challenges for the sector Post-Bologna: accreditation Quality assurance regime in UK 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 Organisational effectiveness Sharing Good Management Practice

© Centre for Integral Excellence Sheffield Hallam University Achieving the Balance Managerialism Managerial effectiveness Collegiality Democracy Academic freedom Creativity Innovation Accountability Value for Money Trust Stakeholder needs Leadership, Management and Governance

© Centre for Integral Excellence Sheffield Hallam University Complexity of the Stakeholder Mix Students Parents Schools Further Education Colleges Other Institutions Quality Assurance Agency Local Community & Region Government: Department for Education and Skills Public Sector: Health, Police Companies Suppliers Research Funders Institutions Customers Funding Providers/ Regulatory Bodies Suppliers Faculty and Staff People Community

© Centre for Integral Excellence Sheffield Hallam University Required Organisational Change External Customers Control Oriented and Internally Focused External customers Customer Focused and Supportive Employee Feedback Customer Feedback Change

© Centre for Integral Excellence Sheffield Hallam University How do we define Excellence? Gongs? Awards? Continuous improvement?

© Centre for Integral Excellence Sheffield Hallam University The way of working that enables the organisation to achieve balanced stakeholder satisfaction: Customer: the student, research sponsor, company People in the organisation Funding provider/regulatory body The community served and Society Achieving Excellence

© Centre for Integral Excellence Sheffield Hallam University Fundamental Concepts of Excellence

© Centre for Integral Excellence Sheffield Hallam University Understanding the context Companies/ Private Sector Public Sector/ VolCom Education Higher Education Language Context Maturity Attitude Translation Adaptation

© Centre for Integral Excellence Sheffield Hallam University Fundamental Concepts of Excellence Results Orientation Customer Focus Leadership & Constancy of Purpose Management by Processes and Facts People Development & Involvement Continuous Learning, Innovation & Improvement Partnership Development Corporate Social Responsibility

© Centre for Integral Excellence Sheffield Hallam University The significance of processes From Hierarchy to Process Working

© Centre for Integral Excellence Sheffield Hallam University Symptoms of organisational dysfunction Bureaucratic silo management. Top-down control. Ineffective decision- making. 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 funding and resourcing Causes Effects Not joined up, not achieving stakeholder satisfaction The EFQM Excellence Model is a Registered Trademark

© Centre for Integral Excellence Sheffield Hallam University Symptoms of a successful organisation Effective management. Integrated processes. Effective decision- making. Good communications In harmony with customers whose 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 Fulfilled people Investment in resources Causes Effects Creative and constructive, joined up, achieving balanced stakeholder satisfaction The EFQM Excellence Model is a Registered Trademark

© Centre for Integral Excellence Sheffield Hallam University Customer Results Society Results Processes Policy & Strategy People Leadership Key Performance Results People Results Partnerships & Resources ResultsEnablers Innovation and Learning The EFQM Excellence Model is a Registered Trademark EFQM Excellence Model ® Everythingisconnectedtoeverything

© Centre for Integral Excellence Sheffield Hallam University DATA PROCESS RIGOUR LOW HIGH QUESTIONNAIRE MATRIX WORKSHOP Based on Opinion Supported by Evidence PROFORMA AWARD ENTRY Self-assessment options Copyright EFQM

© Centre for Integral Excellence Sheffield Hallam University The Bridge Model Where are we now? Where do we want to go? How do we get there?

© Centre for Integral Excellence Sheffield Hallam University There are many ways to access the Model 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

© Centre for Integral Excellence Sheffield Hallam University Using the Excellence Model in Practice Schools and FacultiesAdministrative departments Whole Institution Research Institutes Colleges

© Centre for Integral Excellence Sheffield Hallam University Integrated planning Strategic market analysis, external scanning, benchmarking & positioning Reviews from internal and external sources (e.g. QAA, RAE) Integrated planning process Staff and customers Funding & auditing bodies Other stakeholder groups Self-assessment and process review Stakeholder managementOperational managementBusiness management Meeting the needs of

© Centre for Integral Excellence Sheffield Hallam University Chancellor’s vision statement It is time for change at Berkeley. We need to examine all aspects of how we conduct our business with the aim of streamlining decision making and infusing our campus community with a service orientation. We must make certain that the same ethos of excellence that marks our teaching and research permeates our entire organisation. Organisational effectiveness is everyone’s responsibility. Chancellor Berdahl

© Centre for Integral Excellence Sheffield Hallam University The Never Ending Journey in Pursuit of Excellence

© Centre for Integral Excellence Sheffield Hallam University Thank You! Centre for Integral Excellence Sheffield Hallam University, UK