“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. Next

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Dr Dean Hubbard, President Emetitus “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 Next

NORTHWEST QUALITY SYSTEMS MODEL Phase 1: STRATEGIC CONTEXT Phase 2: STRATEGY IDENTIFICATION & REFINEMENT Phase 3: 7-STEP PLANNING PROCESS DEVELOPMENT & DEPLOYMENT Phase 4: BALDRIGE SELF- ASSESSMENT MISSION/ VALUES STRATEGIC KQIs TACTICAL KQIs LEADERSHIP STRATEGIC INITIATIVES GOALS AND OBJECTIVES PLANNING DECISION DRIVERS CHAMPIONS ASSESSMENT STUDENT FOCUS DEPLOYMENT PLANS ENVIRON- MENTAL SCAN VISION ACTION PLAN INFORMATION & ANALYSIS HR PLANS TRENDS FACULTY/ STAFF FOCUS IMPROVEMENTS PROCESS MANAGEMENT MEASUREMENT PLANS INTERNAL ANALYSIS STRETCH GOALS RESULTS COMMUNI- CATION PLANS Next

Building a House of Quality Northwest’s values Click here Building a House of Quality CONTINUOUS IMPROVEMENT ASSESSMENT & FEEDBACK CUSTOMER FOCUS HIGH EXPECTATIONS INVOLVEMENT After slide: To repeat Dean he said words along the lines of “In an organisation that is paying attention to its changing environment, if people don’t have the same ideas about where the organisation is going, then it is difficult to make any progress. So while (all of the above is important) in NW’s view, having everyone believe in the vision and values is a key step. Click to CCV and discuss how they were arrived at, how they given ownership in are used in depts and how they are used to make decisions. MANAGEMENT WITH FACTS TRUST SHARED VALUES AND VISION Next

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 Northwest’s values Click here Building a House of Quality CONTINUOUS IMPROVEMENT ASSESSMENT & FEEDBACK CUSTOMER FOCUS HIGH EXPECTATIONS INVOLVEMENT After slide: To repeat Dean he said words along the lines of “In an organisation that is paying attention to its changing environment, if people don’t have the same ideas about where the organisation is going, then it is difficult to make any progress. So while (all of the above is important) in NW’s view, having everyone believe in the vision and values is a key step. Click to CCV and discuss how they were arrived at, how they given ownership in are used in depts and how they are used to make decisions. MANAGEMENT WITH FACTS TRUST SHARED VALUES AND VISION Next

Scaling the wall “Theory X” “Theory Y” IMPROVEMENT BARRIER WALL PEOPLE ARE THE PROBLEM PEOPLE ARE THE SOLUTION DATA POINTS CONTRI- BUTORS STAKE- HOLDERS COGS MANAGEMENT MUSCLES IMPROVEMENT PROCESSES DRIVE IMPROVEMENT Empowered teams Aligned systems Prevention and improvement-based assessment Best systems Continuous quality improvement Stretch goals Customer surveys Assessment systems Management by fact Planning processes Best practices Tools and techniques IMPROVEMENT BARRIER WALL Next 9

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 “Theory X” “Theory Y” IMPROVEMENT BARRIER WALL PEOPLE ARE THE PROBLEM PEOPLE ARE THE SOLUTION DATA POINTS CONTRI- BUTORS STAKE- HOLDERS COGS MANAGEMENT MUSCLES IMPROVEMENT PROCESSES DRIVE IMPROVEMENT Empowered teams Aligned systems Prevention and improvement-based assessment Best systems Continuous quality improvement Stretch goals Customer surveys Assessment systems Management by fact Planning processes Best practices Tools and techniques IMPROVEMENT BARRIER WALL Next

Managing Expectations & Evaluating Perceptions Needs Previous Experience Nature of the Interaction Reputation Commitments Ease of Interaction Reliability Timeliness Tangibles Innovations Next

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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Q. Many people believe there is too 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 Next

“..if a measure is not giving you useful information, get rid of it.” Dr Dean Hubbard Northwest Missouri State University 2003 Next

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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President’s Dashboard EXCEL Next

HEFCE 2008 EFQM award submission: Click here How the EFQM Model works: Click here LFHE Engage magazine interview with Steve Egan: Click here Northwest Baldrige section 4: Click here Northwest Baldrige section 7: Click here Further information: Click here Next

Should you require please contact: Dr Dean Hubbard deanlhubbard@gmail Should you require please contact: Dr Dean Hubbard deanlhubbard@gmail.com Adrian Officer a.officer@hefce.ac.uk Paul Klute pklute@ku.edu or p.klute@gmail.com Prof Philip Sullivan p.sullivan@ljmu.ac.uk or philip.sullivan@btinternet.com Back Start

Northwest’s cultural core values Back to the House of Quality Click here 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.