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EFQM in schools

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Jos Loridan

on 5 June 2012

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Transcript of EFQM in schools

EFQM for Starters
EFQM in educational environment

 1. Leadership
• Leaders develop the mission, vision and values and are role models of a culture of Excellence
• Leaders are personally involved in ensuring the organization’s management system is developed, implemented and continuously improved
• Leaders are involved with customers, partners and representatives of society
• Leaders motivate, support and recognize the organization’s people
2. Policy & Strategy
• Policy and Strategy are based on the present and future needs of stakeholders
• Policy and Strategy are based on information from performance measurement, research, learning and creativity related activities
• Policy and Strategy are developed, reviewed and updated
• Policy and Strategy are deployed through a framework of key processes
• Policy and Strategy are communicated and implemented
3. People
•People resources are planned, managed and improved
•People’s knowledge and competencies are identified, developed and sustained
•People are involved and empowered
•People and the organization have a dialogue
•People are rewarded, recognized and cared for
4. Partnerships & Resources
• External partnerships are managed
• Finances are managed
• Buildings, equipment and materials are managed
• Technology is managed
• Information and knowledge are managed

We start with an exercise.
Think on your last/greatest project concerning improving quality and write it down on a post-it.

 5. Processes
• Processes are systematically designed and managed
• Processes are improved, as needed, using innovation in order to fully satisfy and generate increasing value for customers and other stakeholders
• Products and Services are designed and developed based on customer needs and expectations
• Products and Services are produced, delivered and serviced
• Customer relationships are managed and enhanced
6. Customer Results
•Perception Measurements
•Performance Indicators
7. People Results
•Perception Measures
Perception Measurements are how people feel about themselves, their job and about the organization
•Performance Indicators
Performance Measurements are measures of independent internal indicators showing how well People are performing.
8. Society Results
•Perception Measurements
Society’s Perception of the organization (obtained, for example, from surveys, reports, public meetings, public representatives,
•Performance Indicators
Performance measures are usually linked with volume, frequency, time...
 9. Key Performance Results
• Key Performance Outcomes
financial performance of an organization will be among its most important Key Performance “Outcomes”
• Key Performance Indicators or KPI
The KPI's are the operational indicators used in order to monitor, understand, predict and improve the organization’s likely key performance outcomes
Please stick your post-it on the correct field
Are all fields covered???
To achieve an overall quality, you should cover all fields of your organization
Exercise "Filling the boxes"
Make an inventory on the items that already exist in your school. See results of pre-task 3.

Filling boxes by SWOT

writing your action plan
checking by indicators
Why EFQM (or any other quality system) in education?
The world is rapidly changing: " Shift happens"
internet: google, smartphones, social networks, forums (learning from each other)
the next thing: "ask Siri"
pressure from stakeholders
everybody knows best what education, schools, teachers should do
a change from "transferring knowledge" to "building competences"

recipes that worked 20 years ago
don't necessarily work today

you need a system, a framework to monitor the change and adaptation of your organization, preventing this
20 years ago
some tips
train a "neutral" person e.g. quality coordinator to lead the SWOT/ SOAR
form balanced teams depending on the subject
work the first hour without the higher management
people are free to express their thoughts
no defending of former policies by the management
avoid too much focus on hardware and infrastructure

powerful manner of involving staff in the quality process
possibility to start with quality development in the areas that matter the most to the collaborators

EFQM online survey

presentation EFQM 2010

First steps in EFQM

How good is our school?
extra information
results "teachers learn from student" -program
actual learning time
organized teaching
Evaluation: progress control
Evaluation Feedback
Working atmosphere
Encourage autonomy
Personal development overall
Personal development in class
Acknowledge independence
Students leaving school
Importance of the fields
EFQM 2010
people are getting more important (IMAR)
a purely bureaucratic PDCA-cycle is not enough

Achieving balanced results
Adding value for customers
Leading with vision, inspiration and integrity
Managing by processes
Succeeding through people
Nurturing creativity and innovation
Building partnerships
Taking responsibility for a sustainable future
Vision = moral compass
Action Plans and indicators are siblings
No action plan without indicator to measure if action plan is successful

leaving school system without qualifications
indicator people
av. days of training per year
Exercise: define one indicator per field and type.




Key performance

How to prioritize
Complexity + Importance
Formulate priorities in a SMARTI way
After (self) evaluation
A lot of (new) information
A lot of expectations
Not all can change
You get used to everything, exept to change
What do we keep?
What do we improve or enhance?
What do we drop?
Priorities: some aspects
free spendable time
Priorities: some aspects
free spendable time
Theory of managerial organisation suggests that there is only 15% free spendable time for
new initiatives.

Schools and institutions are constantly confronted with new requirements put by society, official authorities and Ministries of Education.

A fair estimation leads to about 5% of the spendable time that can be invested in quality development.
Priorities: some aspects
Pareto’s rule
A somewhat free interpretation of Pareto’s rule : ‘When your priorities are well chosen, 20% effort can lead to 80% result’.
Priorities: some aspects
Pareto’s rule - testimony
We didn’t have any experience on the field of quality development or self-evaluation. When we introduced this idea, most of the teachers were strongly opposed.
Our quality improvement team succeeded in motivating the teachers to co-operate with the self-evaluation. This resulted in several priorities, some were easy, others more elaborate and difficult.
Amongst the priorities, we found a complaint on poor accessibility of the teachers’ room. Indeed, the door was very narrow, only 95 cm, and was used by 160 teachers. Imagine the bottle neck when lessons started.
This was for me an example of a quick win. Easy to carry out, not expensive, and a huge effect. The day after we had discussed our priorities, I ordered the technical maintenance to take the small door out, widen the opening and put a new suitable double swinging door.
In retrospect, I am convinced that this action was the basis for more goodwill toward the process of quality development and self-evaluation.”
Priorities: some aspects
Priorities: some aspects
Strive for actions that can be accepted by all stakeholders.
Start small scaled actions, gain experience and confidence.
Realize quick wins.
Visualize actions (at school or in classroom).
Link the quality development priorities to the overall school priorities.
Plan for a period of three years.
Priorities: some aspects
Do not forget the broader context of the school: action should be aligned with the mission and vision of the school.
Divide the workload of the actions among management, middle-management
and teachers. Depending on their responsibility, everyone should contribute.
Search for a fair equilibrium between on going tasks and innovation.
How to prioritize: The Wall
How to prioritize: The Numbers
How to prioritize: The Wall
Formulate priorities in a SMARTI way
Formulate priorities in a SMARTI way
Formulate priorities in a SMARTI way
Formulate priorities in a SMARTI way
Formulate priorities in a SMARTI way
Formulate priorities in a SMARTI way
Possible layout
Sucess !!!
Success rate in Higher Education
Your organization
Your "customers"

1.Vision: why does this organization exist?

Each and every child has a right to education. Compulsory education was established to guarantee each child’s right to education. One way of guaranteeing students’ compulsory education is to provide part-time vocational secondary education in specialized centers. Education pursues several objectives, starting from the fundamental mission to provide equal opportunities to all young people to develop their personal skills as thoroughly as possible, on the basis of general education.
2.The mission: the umbrella that covers all the organization’s needs and activities

Our training guides students to find a place on the labor market and to develop a balanced personality. Our students’ “living situations” differ a lot and it is our school’s strength to know how to deal with these differences. We are searching for a balance between our expected results on the one hand and opportunities offered on the other. Our educational project is based on the values of Christian faith, with respect for both individuality and development opportunities of each student. We expect our students to accommodate themselves to our combination of educational training and the course to employment. Everyone is actively contributing to creating a pleasant living and learning environment for students as well as colleagues. Through cooperation between pupils, parents, educators, colleagues, the business world and other partners we can fulfill our mission on a qualitatively high level.
3. 10 strategic goals

The center is set in a pleasant, safe and healthy environment.
We provide individually tailored learning pathways.
A high number of our school leavers is holder of a diploma or certificate.
We have a high school leavers’ employment rate.
Our students are satisfied with the functioning of our center.
Parents/educators feel involved with their child’s training.
Parents/educators are satisfied with the functioning of our center.
Colleagues are satisfied with procedures followed and work climate.
We carry out an effective personnel policy in which we put selection, treatment, development, guidance and support of all our staff in a central position.
We have a firm, effective relationship with our stakeholders.
In your opinion, what are the 5 strongest points to achieve those aims?
In your opinion, what are the 5 weakest points to achieve those aims?
Which opportunities do you see for your center as far as legislation, finances and demographic factors are concerned?
Which threats do you see for your center as far as legislation, finances and demographic factors are concerned?

With the results of the SWOT, start writing an action plan
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