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Basque Agency for the Assessment of the Competence and Quality Evaluation in Vocational Training

EFQM LEARNING EDGEEFQM LEARNING EDGE10 & 11 June 2010 10 & 11 June 2010 –– Glasgow, UKGlasgow, UK

Our Experience with the EFQM Model:Our Experience with the EFQM Model:Processes and TransversalityProcesses and Transversality

EFQM Learning Edge10 & 11 June 2010 – Glasgow, UK

EFQM Learning EdgeEFQM Learning Edge10 & 11 June 2010 10 & 11 June 2010 –– Glasgow, UKGlasgow, UK


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INDEX:

•• ContextContext in which we work.

• Quality processprocess and resultsresults ..

• Key success: qualityquality .

• Reasons why we decided to work with a transverse view of the EFQM model.

• A brief showing of our adaptation, Hobbide , hob ekuntza bidebide a in Basque (the path to improvement)




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CONTEXTCONTEXT

Population 2.148.000

Surface 7.238 km2

GDP per capita 139,5 (2008)

Unemployment rate 8,9 (1-4-2010)

Public debt 7,1 PIB (2008)

Productivity 132,6 (2008)

Population densityPopulation densityGDP per capitaGDP per capita Productivity per personProductivity per personPublic debtPublic debt

Unemployment rateUnemployment rate

Degree in Science and TechnologyDegree in Science and Technology

The Basque CountryThe Basque Country




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CONTEXTCONTEXTGovernment Structure for Vocational TrainingGovernment Structure for Vocational Training

�� (1) Basque Government / VT Department / (2) Agency / (3) IVAC /(1) Basque Government / VT Department / (2) Agency / (3) IVAC / (4) Tknika(4) Tknika




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Bilbao

Vitoria

San Sebastián

CONTEXTCONTEXT Vocational Training (VT) in the Basque CountryVocational Training (VT) in the Basque Country�� 146 secondary education schools offering VT studies146 secondary education schools offering VT studies�� 46 in the NETWORK of Integral Centres46 in the NETWORK of Integral Centres




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OUR JOURNEYOUR JOURNEY

•• 19961996: 4 centres decided to implement a quality system and certify it under ISO 9001.

•• 19971997: The First Basque VT PlanBasque VT Plan included quality as a quality as a strategystrategy : ““adopt quality approaches comparable with those adopt quality approaches comparable with those traditionally used by industry and servicestraditionally used by industry and services””..

•• ObjectiveObjective: implement and certifycertify management systems according to ISO 9.001 and/or achieve a level of management comparable to the 400+ points400+ points according to the EFQM EFQM ModelModel..

•• External evaluationExternal evaluation conducted by EuskalitEuskalit according to its system of access to the Silver Q Prizes (400+).Silver Q Prizes (400+).

• All the centres in the Network had to accredit itaccredit it ..




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• 2007 Ceremony of Recognition of the Centres quality achievements: “the quality programs are not the goal, they are the means”.

•• LongLong --term term results:results:

• 10% improvement in 10 years.

•• Recent YearsRecent Years :

• Improvement in satisfactionsatisfaction with VT / Teacher TrainingTeacher Training / Social perceptionSocial perception / Job placementJob placement / VT PreferenceVT Preference

• The same with small oscillations in academic academic resultsresults

• Decrease and slight recovery in number of studentsnumber of students / vacanciesvacancies

RESULTS RESULTS




8

0

20

40

60

80

100

/96-97 /98-99 /03-04 /04-05

%

FP I FP II FP GM FP GS

Academic ProgressAcademic Progress 72 ---► 82

0

5

10

15

20

25

30

/97-98 /98-99 /03-04 /04-05 /05-06

%

FP I FP II CF GM CF GS

Course RepetitionCourse Repetition 20 --- ► 9

0

20

40

60

80

100

2000 2001 2002 2003 2004 2005 2006 2007 2008 2010

G.Med G.Sup OE 2010

2nd year Graduation2nd year Graduation 84 ---►82

OE 2010

0

20

40

60

80

100

2000 2001 2002 2003 2004 2005 2006 2007 2008 2010

G.Med. G.Sup OE 2010

1st year Graduation1st year Graduation 81 ---► 78




9

OE 2010

0

20

40

60

80

100

2000 2001 2002 2003 2004 2005 2006 2007 2010

Job PlacementJob Placement 80 ---► 84

OE2010

0

20

40

60

80

100

2000 2001 2002 2003 2004 2005 2006 2007 2010

Qualitative Job Qualitative Job PlacementPlacement 68 ---► 77

OE 2010

0

2

4

6

8

10

2002 2004 2007 2009 2010

G.Medio G.Superior OE 2010

Employer Satisfaction Employer Satisfaction with VT Studentswith VT Students 7,3 ---► 7,7

0

20

40

60

80

100

2002 2004 2007 2009 2010

G.Medio G. Superior OE 2010

Willingness to Hire VT Willingness to Hire VT GraduatesGraduates 94 ---► 98




10

OE 2010

0

2

4

6

8

10

2002 2003 2004 2005 2006 2007 2010

Student Student SatisfactionSatisfaction 7 ---► 7,8

OE 2010

0,00

2,00

4,00

6,00

8,00

10,00

2000 2001 2002 2003 2004 2005 2006 2007 2008 2010

Professional Professional SatisfactionSatisfaction 7 ---► 8,6

OE 2010

0

2

4

6

8

10

1999 2000 2001 2002 2003 2004 2005 2006 2007 2010

Satisfaction of the Satisfaction of the UnemployedUnemployed 7,3 ---► 7,9

0

1000

2000

3000

4000

5000

6000

7000

8000

9000

10000

2002 2003 2004 2005 2006 2007 2008

Teacher TrainingTeacher Training 4.6 ---► 8.5




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0

10000

20000

30000

2000

2001

2002

2003

2004

2005

2006

2007

2008

2009

VT EnrolmentVT Enrolment 30 ---► 25 ---► 28

0100020003000400050006000

2003 2004 2005 2006 2007 2008 2009 2010

VT VacanciesVT Vacancies 5,2 ---► 3,2

OE 2010

0

20

40

60

80

100

2002 2004 2007 2010

Valoración de la FP por los ciudadanos OE 2010

Public Perception of VTPublic Perception of VT 62 ---► 65

0

20

40

60

80

100

2002 2004 2007

VT / University VT / University PreferencePreference 28---► 35




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• Government’s strategic commitment to VT.

• Courageous leadership .

• Investment : technology, resources, people and trusttrust .

• Teaching “learning by doinglearning by doing ”.

•• QualityQuality Management Management in centres and system:

• Coworkers, cooperation network.network.

•• ObjectivesObjectives , requirements requirements for for participation, methodologymethodologyand facilitationfacilitation .

• The expert teaches and supportsteaches and supports the new learner.

KEY SUCCESS FACTORSKEY SUCCESS FACTORS




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QUALITY RESULTS 4-10-2010

48

52

9

12

21

4

11

1

1

0 10 20 30 40 50 60

ISO 9.001

Q plata 400 EFQM

Q oro 500 EFQM

ISO 14.001

Ekoscan

Oshas

IiP

ISO 27001

UNE 166.002

# of Centres

QUALITY MANAGEMENTQUALITY MANAGEMENT




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QUALITY RESULTS 4-10-2010

0

5

10

15

20

25

30

35

40

45

50

55

1998 1999 2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010

# of Centres

ISO 9.001 Q plata 400 EFQM Q oro 500 EFQM ISO 14.001 Ekoscan Oshas IiP ISO 27001 UNE 166.002

QUALITY MANAGEMENTQUALITY MANAGEMENT




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EFQM EFQM -- HOBBIDEHOBBIDE

•• 20042004: VT Basque Plan II ..

• What do we do now? All centres with a gold Q (500+)? And then what?

•• Conclusions:Conclusions:

• Continue with an objective bound to the EFQM prizes cancan ´́t t be spread to all the centresbe spread to all the centres . It’s not realistic.

• The approach of self-assessment based on ReportsReports is costly costly and requires an expert understanding .

• The structure of the model’s criteria makes it difficult to difficult to combinecombine with our system based on processes.

• We need the owners owners of the processes of the processes to evaluate them without needing to be expertwithout needing to be expert assessors of the EFQM Model.




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EFQM EFQM -- HOBBIDEHOBBIDE

•• Our Solution: transversality of EFQMOur Solution: transversality of EFQM

• Develop an adaptationadaptation of the EFQMEFQM Model based on our contextcontext and needs: HOBBIDE, needs: HOBBIDE, the Path to Improvement.

• The main features of Hobbide are:

• Approach based on questionnaires .

•• HorizontalHorizontal reading of the Model, lined up with its processesprocesses .

• Closing the cycle: assessment, strengths and areas of improvement, improvement plans.

• Work as a system ; share best practicespractices and cooperate with the whole network.




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HOBBIDEHOBBIDE

Management, SelfManagement, Self --assessment and assessment and ImprovementImprovement ModelModel

•• Includes all of EFQMIncludes all of EFQM

•• It is structured by Management Axes & ThemesIt is structured by Management Axes & Themes

•• Allows an horizontal reading of the ModelAllows an horizontal reading of the Model




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MANAGEMENT AXIS & THEMESMANAGEMENT AXIS & THEMES PROCESSES PROCESSES

GC

■ STRATEGIC POSITIONING■ PROCESS STRUCTURE ■ ECONOMIC AND FINANCIAL PLANNING ■ MANAGEMENT OF ASSETS AND RESOURCES ■ MANAGEMENT OF CHANGE

■ Strategic Positioning■ Management by processes■ Economic Planning■ Management of Assets and

Resources

SH

■ MARKET POSITIONING AND DEFINITION■ PARTNERSHIPS AND COLLABORATION■ ORIENTATION TO STAKEHOLDERS ■ PROVISION OF SERVICES

■ Market Positioning

■ Initial Vocational Training■ Continuous and Occupational

Vocational Training■ Other Services in Centres

PE■ PEOPLE MANAGEMENT FRAMEWORK■ LEADERS AS PEOPLE MANAGERS ■ TRAINING AND DEVELOPMENT

■ People Management

KC■ INFORMATION AND KNOWLEDGE ■ COMMUNICATION MANAGEMENT

■ Communication Management

CI■ CONTEXT OF CREATIVITY AND LEARNING■ INNOVATION AND IMPROVEMENT

■ Innovation Management

HOBBIDE: MANAGEMENT MODELHOBBIDE: MANAGEMENT MODEL




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StageEFQM

Code

Ind. 1Analysis of internal and external sources of change

StageEFQM

Code

Ind. 1Definition of change management model components

1 Definition of plans of change

StageEFQM

Code

Ind. 1Repercussion management of change in interest groups

1Implication of people in plans of change

StageEFQM

Code

Ind. 1Degree of shared understanding

1Degree of achievement in change objectives

The leaders understand internal and external conditions that propel changes in the Centre

GO GCI1

Planing

GO GCP7GO GCP6

5b6

Guarantee that people receive pertinent training to work in newly modified processes before their implementation

Establish methods to control implementation substantially newly modified processes through pilot projects, when applicable

5b8

Action1e5 1e6 1e8

The leaders manage the implementation of plans of change

The leaders guarantee the efficient implementation of change and manage its repercussion in interest groups

The leaders support and promote people to manage change

GO GCA1 GO GCA2 GO GCA3

GO GCE1 GO GCE2

5b9 1e9

Review process changes to achieve foreseen results in modified processes as in the global structure of processes

The leaders measure and review efficiency of changes and share acquired understanding

Evaluation5b5

Evaluate change management efficiency and its leadership

GO GCP5GO GCP4GO GCP3

The leaders manage investment, resources, risks and support necessary for change

The leaders develop the plans for change

The leaders determine and select changes that need to be introduced in the Centre, in the organisation model and its external relations

Establish a systematic approach for detection and prioritisation of changes and improve results

1e31e25b1

GO GCP1

Establish a change management model

GO GCP2

GO GCE3

Analysis of Information

5b5

1e1

1e4

CHANGE MANAGEMENTCHANGE MANAGEMENT

Management Themes: stages and areasManagement Themes: stages and areas




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Documents / Programs Activities Records

Project Portfolio

Create a follow-up and final evaluation for projects

Evaluate the efficiency of Management Innovation

Establish and manage investigation methods and Technological

Vigilance of management models and learning methodologies

Develop selected projects of innovation and improvement

applying project management methodology.

Project records (Management indicator

sheet for learning, improvements and

reports)

Analyse project results and relevant information.

Actively participate in the Science and Technology Network

Determine and manage the V.C. Technology Portfolio

Projects on Technological Innovation, Innovation in

Information and Communication Technologies and e-

learning, Innovation in Management and Innovative

Training from TknikaInnovation Projects from the Quality Agency

Innovation Projects for Lifelong Learning

Innovation Projects from IVAC

Files of Approved Projects

Systematic Project Management

Selection Criteria for Innovation Projects

Project Report Model

Conclusion ReportsStrategy

PR Evaluation, revision and

improvement

“Learning and improvement on the

process”

Report-Evaluation of the Process

Annual Plan

Management of Project Indicators

Project Presentation File

Call for Project Participation

Elaborate Annual Process Plan and establish indicators & objectives

Innovation ManagementInnovation ManagementProcess Card

Owner:Team:

Date:




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A A A E E

1b4 1b5 1b6 2c10 2c14

The leaders promise to implement methodology that allows development, deployment and updating of strategy and the annual plan

The leaders promise to develop and implement an efficient government in Centres through their self-evaluation against the Basque Country’s VT Management Model

The leaders guarantee to measure, review and improve key results

Evaluate the annual plan’s strategic efficiency, as well as its consideration in the development of processes and initiatives undertaken by the Centre

Evaluate management efficiency of strategic positioning

GO PEA3 GO PEA4 GO PEA5 GO PEE1 GO PEE2

1Level of completion of strategic objectives

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Centre’s project effectiveness (client and people’s satisfaction)

34

Centre’s project effectiveness (Shareholders and society satisfaction)

AXIS: GOVERNMENT OF THE CENTRETHEME: STRATEGIC POSITIONINGEXAMPLE OF SOME AREAS OF “ACTION AND EVALUATION” STA GES

Management Themes: IndicatorsManagement Themes: Indicators




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HOBBIDE: SelfHOBBIDE: Self --assessment Modelassessment Model

escenarios de riesgo para las estrategias y planes específicos

Your Previous affirmation:

The Centre…

E1 E2 E3 E4 D1 D2 D3 D4 P1 P2

X X X X

STRATEGIC POSITIONING

GOVERNMENT OF THE CENTRE

Evidence:The process manages the indicator “Strategic Relevance of the FCE” to guarantee that all strategic objectives have one or more FCE that help in their achievement. From the last follow-up conducted, the identified improvement was:To identify the strategic objective “20% increase in market share” an FCE “Include mechanism and urratsbat users as clients of the centre”.

Strategic Relevance of Key Success Factors

The previous method’s effectiveness is evaluated and reviewed through objective measures

No

Yes

It’s occasionally measured

The results are analysed to identify improvements

Through a systematic approach

Improvements are planned and implemented

Practical improvements are identified and extended

The Centre Defines its strategic objectives…

…and the critical success factors through a method…

…and they manage it integrally, considering it in the strategies and specific plans.

Evidence:The Strategic Positioning process, in strategic thinking conferences, defines the strategic objectives, associating them with FCE through a method that consists in:1) Once relevant information for strategy definition (external and internal information) and the needs of the IG (stakeholders) is analysed, we establish the strategic objectives through a DAFO.2)Strategic objectives established, we identify the FCE that facilitate their achievement.3) Once the strategic and FCE objectives are defined, we seamlessly manage them deploying them through the Annual Plan and the processes key to the centre.

Evidence:8 IGs (stakeholders) have been considered in the strategy; objectives have been established and FCE identified for all of them.

Critical success factors in relation to each stakeholder

Is the extension of deployment planned?

Yes

Can be applied to a percentage that is:

Close to

50%

<25%

Never

Its purpose is not entirely clear

Non-structured actions

Its purpose is clear and responds to a logic

There is a methodology

It’s centred in the needs of the stakeholders

It supports the strategy and annual plan

75% 100%

No




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HOBBIDE: Improvement ModelHOBBIDE: Improvement Model

•• Strengths and Areas of ImprovementStrengths and Areas of Improvement

•• Advices for the Development of the areasAdvices for the Development of the areas

•• Improvement PlansImprovement Plans




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IMPROVEMENT: IMPROVEMENT: ADVICES FOR DEVELOPMENT OF AREASEXAMPLE OF ADVICE FOR THE DEVELOPMENT OF AN AREAEXAMPLE OF ADVICE FOR THE DEVELOPMENT OF AN AREA

AXIS Centre ’s People

THEME People Management Framework

AREA PE GPP6

DESCRIPTION OF AREA

The Centre aligns team and centre objectives with t he strategy and annual plan, and revises and updates them along with indiv iduals through a method and guarantees its consideration in the development of strategies and specific plans.

ADVICE FOR THE DEVELOPMENT OF THE AREA

WhatWhat --How MatrixHow Matrix

To implement the systematic what-how Matrix, which guarantees deployment of objectives at all levels. Furthermore , to analyse and review those objectives every three months in planned meet ings of management teams. To make a report at the end of the course wh ich compiles the degree of achievement of these objectives, taking the deve lopment of the following course ’s strategy into account.




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THEME:

IMPROVEMENT PLANIMPROVEMENT PLAN

STRATEGIC POSITIONINGSTRATEGIC POSITIONING

MANAGEMENT AREA

Design the annual plan and strategy, as well as dev elop necessary strategies for the management of the HOBBIDE Model, coherently with th e mission and vision

STAGE Planning

Areaof Improvement

selectedEstablish a systematic approach for the design of a nnual plans and strategy.

Manager: Improve and Implement:

In order to systematically create the strategy’s de sign and reach the SMART objective, the actions to perfo rm are:•Define the method for designing the annual plan and strategy.•Review and update the process of Strategic Positioning•Constitute the Strategic Reflection Team for the design.•Team training in methodology.•Develop the team’s work schedule

SMART Objective:

The 2011-2014 strategy is designed for December 2010, according to the defined system in the process; all objectives are quantifiable and have a Critical Success Factor and associated process




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•• Identify and share theIdentify and share the best practicesbest practices

•• Share andShare and compare compare achieved achieved resultsresults

•• Identify Identify support needs support needs for the improvement of the for the improvement of the centrescentres

HOBBIDE: Improvement ManagementHOBBIDE: Improvement Management




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SUMMARY: • HOBBIDE is the management model management model of of Vocational Training in the Basque CountryVocational Training in the Basque Country.

• HOBBIDE allows selfself --assessmentassessment of of management, assuring its traceabilitytraceability with the EFQM Model.

• HOBBIDE assures uniformity and calibration of the assessment, both in areas and results ..

• HOBBIDE identifies strengths and areas strengths and areas of improvement of improvement in management andin management andgroups these to define improvement plans.plans.

• HOBBIDE supports itself in the organisation of communities of good practices for the extension of the best management practices that had been detected in centres.

• HOBBIDE improves according to the progress of the centres that deploy it.

HOMOGENIOUS HOMOGENIOUS SCORES, SCORES,

STRENGTHS STRENGTHS AND AREAS OF AND AREAS OF IMPROVEMENTIMPROVEMENT

ASSESSABLE ASSESSABLE REVERSIBLE TO REVERSIBLE TO

EFQMEFQM

ALLOWS TO SET UP THE

IMPROVE-MENT PLAN

CALIBRATEDCALIBRATED

MANAGEMENT MANAGEMENT MODELMODEL

CREATECOMMUNITIES COMMUNITIES

OF GOOD OF GOOD PRACTICESPRACTICES




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•• Adapt Hobbide to the Adapt Hobbide to the 2010 EFQM2010 EFQM version.version.

•• Taking into account suggestions and Taking into account suggestions and learning of learning of the usethe use of Hobbideof Hobbide

HOBBIDE: learning and improvementHOBBIDE: learning and improvement




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Thank you very much for your attention

[email protected]

[email protected]




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Implementation of HobbideImplementation of Hobbide

PEOPLE INVOLVED WITH HOBBIDE AND THEIR LEVEL OF SAT ISFACTION

# of People

Level of Satisfaction with Specific Aspects

Overall Satisfaction

Course Content

Clarity of presentations

Practicalities of what is

learnt

Quality Managers

72 8.9 8.9 8.9 9.4

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(with process teams)

Self-evaluation(Agency ’s Objective)

53 centros 22 45

IMPROVEMENT PLANS BASED ON SELFIMPROVEMENT PLANS BASED ON SELF --EVALUATION 2010EVALUATION 2010

IssuesIssues Management TOTAL

352 22 374

Business

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