Presentation agency 1 glasgow

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Presentation agency 1 glasgow

  1. 1. EFQM LEARNING EDGE 10 & 11 June 2010 – Glasgow, UK Our Experience with the EFQM Model: Processes and Transversality Basque Agency for the Assessment of the Competence and Quality Evaluation in Vocational Training
  2. 2. INDEX: • Context in which we work. • Quality process and results. • Key success: quality. quality • Reasons why we decided to work with a transverse view of the EFQM model. • A brief showing of our adaptation, Hobbide, hobekuntza bidea in Basque (the path to bide improvement) Basque Agency for the Assessment of the Competence and Quality Evaluation in Vocational Training EFQM Learning Edge 10 & 11 June 2010 – Glasgow, UK 2
  3. 3. CONTEXT The Basque Country Population 2.148.000 7.238 km2 Unemployment rate Surface GDP per capita 139,5 (2008) Unemployment rate 8,9 (1-4-2010) Public debt 7,1 PIB (2008) Productivity 132,6 (2008) Population per capita GDP density debt Public Degree in Science and Technology Productivity per person Basque Agency for the Assessment of the Competence and Quality Evaluation in Vocational Training EFQM Learning Edge 10 & 11 June 2010 – Glasgow, UK 3
  4. 4. Government Structure for Vocational Training CONTEXT (1) Basque Government / VT Department / (2) Agency / (3) IVAC / (4) Tknika Basque Agency for the Assessment of the Competence and Quality Evaluation in Vocational Training EFQM Learning Edge 10 & 11 June 2010 – Glasgow, UK 4
  5. 5. CONTEXT Vocational Training (VT) in the Basque Country 146 secondary education schools offering VT studies 46 in the NETWORK of Integral Centres San Sebastián Bilbao Vitoria Basque Agency for the Assessment of the Competence and Quality Evaluation in Vocational Training EFQM Learning Edge 10 & 11 June 2010 – Glasgow, UK 5
  6. 6. OUR JOURNEY • 1996: 4 centres decided to implement a quality system and 1996 certify it under ISO 9001. • 1997: The First Basque VT Plan included quality as a 1997 strategy: “adopt quality approaches comparable with those strategy traditionally used by industry and services”. • Objective: implement and certify management systems Objective according to ISO 9.001 and/or achieve a level of management comparable to the 400+ points according to the EFQM Model. • External evaluation conducted by Euskalit according to its system of access to the Silver Q Prizes (400+). • All the centres in the Network had to accredit it. Basque Agency for the Assessment of the Competence and Quality Evaluation in Vocational Training EFQM Learning Edge 10 & 11 June 2010 – Glasgow, UK 6
  7. 7. RESULTS • 2007 Ceremony of Recognition of the Centres quality achievements: “the quality programs are not the goal, they are the means”. • Long-term results: • 10% improvement in 10 years. • Recent Years: Years • Improvement in satisfaction with VT / Teacher Training / Social perception / Job placement / VT Preference • The same with small oscillations in academic results • Decrease and slight recovery in number of students / vacancies Basque Agency for the Assessment of the Competence and Quality Evaluation in Vocational Training EFQM Learning Edge 10 & 11 June 2010 – Glasgow, UK 7
  8. 8. Academic Progress 72 ---► 82 Course Repetition 20 --- ► 9 FP I FP II FP GM FP GS FI P F II P CG FM CG FS 100 30 80 25 60 20 % % 15 40 10 20 5 0 0 /96-97 /98-99 /03-04 /04-05 /9 -9 78 /9 -9 89 /0 -0 34 /0 -0 45 /0 -0 56 2nd year Graduation 84 ---►82 1st year Graduation 81 ---► 78 G.Med G.Sup OE 2010 G.Med. G.Sup OE 2010 100 100 OE 2010 80 80 60 60 40 40 20 20 0 0 2000 2001 2002 2003 2004 2005 2006 2007 2008 2010 2000 2001 2002 2003 2004 2005 2006 2007 2008 2010 Basque Agency for the Assessment of the Competence and Quality Evaluation in Vocational Training EFQM Learning Edge 10 & 11 June 2010 – Glasgow, UK 8
  9. 9. Employer Satisfaction Job Placement 80 ---► 84 with VT Students 7,3 ---► 7,7 100 OE 2010 G.Medio G.Superior OE 2010 80 10 OE 2010 60 8 40 6 20 4 0 2 2000 2001 2002 2003 2004 2005 2006 2007 2010 0 2002 2004 2007 2009 2010 Qualitative Job Willingness to Hire VT Placement 68 ---► 77 Graduates 94 ---► 98 G edio .M G Superior . O 2010 E 100 100 OE2010 80 80 60 60 40 40 20 20 0 0 2000 2001 2002 2003 2004 2005 2006 2007 2010 2002 2004 2007 2009 2010 Basque Agency for the Assessment of the Competence and Quality Evaluation in Vocational Training EFQM Learning Edge 10 & 11 June 2010 – Glasgow, UK 9
  10. 10. Student Satisfaction of the Satisfaction 7 ---► 7,8 Unemployed 7,3 ---► 7,9 10 10 OE 2010 OE 2010 8 8 6 6 4 4 2 2 0 2002 2003 2004 2005 2006 2007 2010 0 1999 2000 2001 2002 2003 2004 2005 2006 2007 2010 Professional Satisfaction 7 ---► 8,6 Teacher Training 4.6 ---► 8.5 10000 10,00 9000 OE 2010 8000 8,00 7000 6000 6,00 5000 4,00 4000 3000 2,00 2000 1000 0,00 0 2000 2001 2002 2003 2004 2005 2006 2007 2008 2010 2002 2003 2004 2005 2006 2007 2008 Basque Agency for the Assessment of the Competence and Quality Evaluation in Vocational Training EFQM Learning Edge 10 & 11 June 2010 – Glasgow, UK 10
  11. 11. VT Enrolment 30 ---► 25 ---► 28 VT Vacancies 5,2 ---► 3,2 30000 6000 20000 5000 4000 3000 10000 2000 1000 0 0 2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2003 2004 2005 2006 2007 2008 2009 2010 Public Perception of VT VT / University 62 ---► 65 28---► 35 100 Preference Valoración de la FPpor los ciudadanos OE2010 100 80 OE2010 80 60 60 40 40 20 20 0 0 2002 2004 2007 2010 2002 2004 2007 Basque Agency for the Assessment of the Competence and Quality Evaluation in Vocational Training EFQM Learning Edge 10 & 11 June 2010 – Glasgow, UK 11
  12. 12. KEY SUCCESS FACTORS • Government’s strategic commitment to VT. • Courageous leadership. • Investment: technology, resources, people and trust. trust • Teaching “learning by doing”. doing • Quality Management in centres and system: • Coworkers, cooperation network. • Objectives, requirements for participation, methodology Objectives and facilitation. facilitation • The expert teaches and supports the new learner. Basque Agency for the Assessment of the Competence and Quality Evaluation in Vocational Training EFQM Learning Edge 10 & 11 June 2010 – Glasgow, UK 12
  13. 13. QUALITY MANAGEMENT QUALITY RESULTS 4-10-2010 UNE 166.002 1 ISO 27001 1 IiP 11 Oshas 4 Ekoscan 21 ISO 14.001 12 Q oro 500 EFQM 9 Q plata 400 EFQM 52 ISO 9.001 48 0 10 20 30 40 50 60 # of Centres Basque Agency for the Assessment of the Competence and Quality Evaluation in Vocational Training EFQM Learning Edge 10 & 11 June 2010 – Glasgow, UK 13
  14. 14. QUALITY MANAGEMENT QUALITY RESULTS 4-10-2010 ISO 9.001 Q plata 400 EFQM Q oro 500 EFQM ISO 14.001 Ekoscan Oshas IiP ISO 27001 UNE 166.002 55 50 45 40 35 30 25 20 15 10 5 0 1998 1999 2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 # of Centres Basque Agency for the Assessment of the Competence and Quality Evaluation in Vocational Training EFQM Learning Edge 10 & 11 June 2010 – Glasgow, UK 14
  15. 15. EFQM - HOBBIDE • 2004: VT Basque Plan II. 2004 • What do we do now? All centres with a gold Q (500+)? And then what? • Conclusions: • Continue with an objective bound to the EFQM prizes can´t be spread to all the centres. It’s not realistic. centres • The approach of self-assessment based on Reports is costly and requires an expert understanding. • The structure of the model’s criteria makes it difficult to combine with our system based on processes. • We need the owners of the processes to evaluate them without needing to be expert assessors of the EFQM Model. Basque Agency for the Assessment of the Competence and Quality Evaluation in Vocational Training EFQM Learning Edge 10 & 11 June 2010 – Glasgow, UK 15
  16. 16. EFQM - HOBBIDE • Our Solution: transversality of EFQM • Develop an adaptation of the EFQM Model based on our context and needs: HOBBIDE, the Path to Improvement. • The main features of Hobbide are: • Approach based on questionnaires. • Horizontal reading of the Model, lined up with its processes. processes • Closing the cycle: assessment, strengths and areas of improvement, improvement plans. • Work as a system; share best practices and cooperate with the whole network. Basque Agency for the Assessment of the Competence and Quality Evaluation in Vocational Training EFQM Learning Edge 10 & 11 June 2010 – Glasgow, UK 16
  17. 17. HOBBIDE Management, Self-assessment and Improvement Model • Includes all of EFQM • It is structured by Management Axes & Themes • Allows an horizontal reading of the Model Basque Agency for the Assessment of the Competence and Quality Evaluation in Vocational Training EFQM Learning Edge 10 & 11 June 2010 – Glasgow, UK 17
  18. 18. HOBBIDE: MANAGEMENT MODEL MANAGEMENT AXIS & THEMES PROCESSES ■ Strategic Positioning ■ STRATEGIC POSITIONING ■ Management by processes ■ PROCESS STRUCTURE ■ Economic Planning GC ■ ECONOMIC AND FINANCIAL PLANNING ■ Management of Assets and ■ MANAGEMENT OF ASSETS AND RESOURCES Resources ■ MANAGEMENT OF CHANGE ■ MARKET POSITIONING AND DEFINITION ■ Market Positioning ■ PARTNERSHIPS AND COLLABORATION ■ ORIENTATION TO STAKEHOLDERS ■ Initial Vocational Training SH ■ PROVISION OF SERVICES ■ Continuous and Occupational Vocational Training ■ Other Services in Centres ■ PEOPLE MANAGEMENT FRAMEWORK PE ■ LEADERS AS PEOPLE MANAGERS ■ People Management ■ TRAINING AND DEVELOPMENT ■ INFORMATION AND KNOWLEDGE KC ■ Communication Management ■ COMMUNICATION MANAGEMENT ■ CONTEXT OF CREATIVITY AND LEARNING CI ■ Innovation Management ■ INNOVATION AND IMPROVEMENT Basque Agency for the Assessment of the Competence and Quality Evaluation in Vocational Training EFQM Learning Edge 10 & 11 June 2010 – Glasgow, UK 18
  19. 19. Stage Analysis of Information EFQM 1e1 Management Themes: stages and areas The leaders understand internal and external conditions that propel changes in the Centre Code GO GCI1 Analysis of internal and CHANGE MANAGEMENT Ind. 1 external sources of change Stage Planing EFQM 5b5 5b1 1e2 1e3 1e4 5b6 5b8 The leaders determine and select Establish methods to control Guarantee that people Establish a systematic approach changes that need to be The leaders manage investment, implementation substantially receive pertinent training to Establish a change management The leaders develop the plans for for detection and prioritisation of introduced in the Centre, in the resources, risks and support newly modified processes work in newly modified model change changes and improve results organisation model and its necessary for change through pilot projects, when processes before their external relations applicable implementation Code GO GCP1 GO GCP2 GO GCP3 GO GCP4 GO GCP5 GO GCP6 GO GCP7 Definition of change Ind. 1 management model 1 Definition of plans of change components Stage Action EFQM 1e5 1e6 1e8 The leaders guarantee the The leaders manage the efficient implementation of The leaders support and promote implementation of plans of change and manage its people to manage change change repercussion in interest groups Code GO GCA1 GO GCA2 GO GCA3 Repercussion management of Implication of people in plans Ind. 1 1 change in interest groups of change Stage Evaluation EFQM 5b9 1e9 5b5 Review process changes to The leaders measure and review achieve foreseen results in Evaluate change management efficiency of changes and share modified processes as in the efficiency and its leadership acquired understanding global structure of processes Code GO GCE1 GO GCE2 GO GCE3 Degree of shared Degree of achievement in Ind. 1 1 understanding change objectives Basque Agency for the Assessment of the Competence and Quality Evaluation in Vocational Training EFQM Learning Edge 10 & 11 June 2010 – Glasgow, UK 19
  20. 20. Innovation Management Owner: Date: Process Card Team: Documents / Programs Activities Records Strategy Analyse project results and relevant information. Conclusion Reports Call for Project Participation Actively participate in the Science and Technology Network Project Presentation File Project Portfolio Establish and manage investigation methods and Technological Vigilance of management models and learning methodologies Files of Approved Projects Selection Criteria for Innovation Projects Determine and manage the V.C. Technology Portfolio Annual Plan Elaborate Annual Process Plan and establish indicators & objectives Management of Project Indicators Develop selected projects of innovation and improvement applying project management methodology. Projects on Technological Innovation, Innovation in Systematic Project Management Information and Communication Technologies and e- learning, Innovation in Management and Innovative Project records (Management indicator Training from Tknika sheet for learning, improvements and Innovation Projects from the Quality Agency Project Report Model reports) Innovation Projects for Lifelong Learning Innovation Projects from IVAC Create a follow-up and final evaluation for projects “Learning and improvement on the process” PR Evaluation, revision and Evaluate the efficiency of Management Innovation Report-Evaluation of the Process improvement Basque Agency for the Assessment of the Competence and Quality Evaluation in Vocational Training EFQM Learning Edge 10 & 11 June 2010 – Glasgow, UK 20
  21. 21. Management Themes: Indicators AXIS: GOVERNMENT OF THE CENTRE THEME: STRATEGIC POSITIONING EXAMPLE OF SOME AREAS OF “ACTION AND EVALUATION” STAGES A A A E E 1b4 1b5 1b6 2c10 2c14 The leaders promise Evaluate the annual The leaders promise to develop and plan’s strategic to implement implement an efficient The leaders efficiency, as well as Evaluate methodology that government in guarantee to its consideration in management allows development, Centres through their measure, review and the development of efficiency of strategic deployment and self-evaluation improve key results processes and positioning updating of strategy against the Basque initiatives undertaken and the annual plan Country’s VT by the Centre Management Model GO PEA3 GO PEA4 GO PEA5 GO PEE1 GO PEE2 Centre’s project Level of completion 1 effectiveness (client 1 of strategic 2 and people’s objectives satisfaction) Centre’s project 3 effectiveness 4 (Shareholders and society satisfaction) Basque Agency for the Assessment of the Competence and Quality Evaluation in Vocational Training EFQM Learning Edge 10 & 11 June 2010 – Glasgow, UK 21
  22. 22. HOBBIDE: Self-assessment Model escenarios de riesgo para las estrategiasCENTRE específicos GOVERNMENT OF THE y planes STRATEGIC POSITIONING Its purpose is clear and Your Previous affirmation: The previous method’s effectiveness is responds to a logic Is the evaluated and reviewed through objective Its purpose is extension of measures not entirely clear Can be applied to a deployment There is a methodology It supports the strategy and Never percentage that is: planned? Yes annual plan Non-structured Improvements are It’s centred in the needs of The results are actions planned and the stakeholders Close to analysed to identify implemented It’s improvements <25% Yes No No occasionally Practical measured Through a 50% 75% 100% improvements are systematic identified and approach The Centre… extended The Centre Defines its …and the critical success …and they manage it integrally, Critical success factors in strategic objectives… factors through a method… considering it in the strategies relation to each stakeholder and specific plans. Strategic Relevance of Key Success Factors E1 E2 E3 E4 D1 D2 D3 D4 P1 P2 X X X X Evidence: Evidence: Evidence: The Strategic Positioning process, in strategic thinking conferences, defines the strategic 8 IGs (stakeholders) have been considered in The process manages the indicator “Strategic Relevance of the objectives, associating them with FCE through a method that consists in: the strategy; objectives have been established FCE” to guarantee that all strategic objectives have one or more 1) Once relevant information for strategy definition (external and internal information) and the needs and FCE identified for all of them. FCE that help in their achievement. From the last follow-up of the IG (stakeholders) is analysed, we establish the strategic objectives through a DAFO. conducted, the identified improvement was: 2)Strategic objectives established, we identify the FCE that facilitate their achievement. To identify the strategic objective “20% increase in market 3) Once the strategic and FCE objectives are defined, we seamlessly manage them deploying them share” an FCE “Include mechanism and urratsbat users as through the Annual Plan and the processes key to the centre. clients of the centre”. Basque Agency for the Assessment of the Competence and Quality Evaluation in Vocational Training EFQM Learning Edge 10 & 11 June 2010 – Glasgow, UK 22
  23. 23. HOBBIDE: Improvement Model • Strengths and Areas of Improvement • Advices for the Development of the areas • Improvement Plans Basque Agency for the Assessment of the Competence and Quality Evaluation in Vocational Training EFQM Learning Edge 10 & 11 June 2010 – Glasgow, UK 23
  24. 24. IMPROVEMENT: ADVICES FOR DEVELOPMENT OF AREAS EXAMPLE OF ADVICE FOR THE DEVELOPMENT OF AN AREA AXIS Centre’s People THEME People Management Framework AREA PE GPP6 The Centre aligns team and centre objectives with the strategy and annual DESCRIPTION OF plan, and revises and updates them along with individuals through a method AREA and guarantees its consideration in the development of strategies and specific plans. What-How Matrix What- ADVICE FOR THE To implement the systematic what-how Matrix, which guarantees DEVELOPMENT deployment of objectives at all levels. Furthermore, to analyse and review OF THE AREA those objectives every three months in planned meetings of management teams. To make a report at the end of the course which compiles the degree of achievement of these objectives, taking the development of the following course’s strategy into account. Basque Agency for the Assessment of the Competence and Quality Evaluation in Vocational Training EFQM Learning Edge 10 & 11 June 2010 – Glasgow, UK 24
  25. 25. IMPROVEMENT PLAN THEME: STRATEGIC POSITIONING MANAGEMENT Design the annual plan and strategy, as well as develop necessary strategies for the AREA management of the HOBBIDE Model, coherently with the mission and vision STAGE Planning Area of Improvement Establish a systematic approach for the design of annual plans and strategy. selected Manager: Improve and Implement: In order to systematically create the strategy’s design and reach the SMART objective, the actions to perform are: SMART Objective: •Define the method for designing the annual plan and The 2011-2014 strategy is designed for strategy. December 2010, according to the defined •Review and update the process of Strategic Positioning system in the process; all objectives are quantifiable and have a Critical Success •Constitute the Strategic Reflection Team for the design. Factor and associated process •Team training in methodology. •Develop the team’s work schedule Basque Agency for the Assessment of the Competence and Quality Evaluation in Vocational Training EFQM Learning Edge 10 & 11 June 2010 – Glasgow, UK 25
  26. 26. HOBBIDE: Improvement Management • Identify and share the best practices • Share and compare achieved results • Identify support needs for the improvement of the centres Basque Agency for the Assessment of the Competence and Quality Evaluation in Vocational Training EFQM Learning Edge 10 & 11 June 2010 – Glasgow, UK 26
  27. 27. SUMMARY: • HOBBIDE is the management model of Vocational Training in the Basque Country. Country • HOBBIDE allows self-assessment of MANAGEMENT management, assuring its traceability with MODEL the EFQM Model. CREATE COMMUNITIES ASSESSABLE • HOBBIDE assures uniformity and REVERSIBLE TO OF GOOD EFQM calibration of the assessment, both in PRACTICES areas and results. • HOBBIDE identifies strengths and areas of improvement in management and groups these to define improvement ALLOWS TO SET plans. UP THE CALIBRATED IMPROVE-MENT • HOBBIDE supports itself in the organisation PLAN of communities of good practices for the HOMOGENIOUS extension of the best management SCORES, STRENGTHS practices that had been detected in centres. AND AREAS OF IMPROVEMENT • HOBBIDE improves according to the progress of the centres that deploy it. Basque Agency for the Assessment of the Competence and Quality Evaluation in Vocational Training EFQM Learning Edge 10 & 11 June 2010 – Glasgow, UK 27
  28. 28. HOBBIDE: learning and improvement • Adapt Hobbide to the 2010 EFQM version. • Taking into account suggestions and learning of the use of Hobbide Basque Agency for the Assessment of the Competence and Quality Evaluation in Vocational Training EFQM Learning Edge 10 & 11 June 2010 – Glasgow, UK 28
  29. 29. Thank you very much for your attention kike@agcalidadfp.com rosana@agcalidadfp.com Basque Agency for the Assessment of the Competence and Quality Evaluation in Vocational Training EFQM Learning Edge 10 & 11 June 2010 – Glasgow, UK 29
  30. 30. Implementation of Hobbide PEOPLE INVOLVED WITH HOBBIDE AND THEIR LEVEL OF SATISFACTION Level of Satisfaction with Specific Aspects Course Clarity of Practicalities Content presentations of what is Overall # of People learnt Satisfaction Quality 72 8.9 8.9 8.9 9.4 Managers Process Proprietors 344 7.8 8.3 7.8 8 CENTRES INVOLVED IN HOBBIDE SELF-EVALUATIONS 2008-2009 2010 2012 Self-evaluation Project Self-evaluation Self-evaluation (with process teams) (Agency’s Objective) 53 centros 22 45 IMPROVEMENT PLANS BASED ON SELF-EVALUATION 2010 SELF- Issues Management TOTAL 352 22 374 Basque Agency for the Assessment of the Competence and Quality Evaluation in Vocational Training EFQM Learning Edge 10 & 11 June 2010 – Glasgow, UK 30

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