Presentation agency 1 glasgow

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

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)

and Quality Evaluation in Vocational Training EFQM Learning Edge
10 & 11 June 2010 – Glasgow, UK 2

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

10 & 11 June 2010 – Glasgow, UK 3

Government Structure for Vocational Training
CONTEXT (1) Basque Government / VT Department / (2) Agency / (3) IVAC / (4) Tknika

10 & 11 June 2010 – Glasgow, UK 4

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

10 & 11 June 2010 – Glasgow, UK 5

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.

10 & 11 June 2010 – Glasgow, UK 6

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

10 & 11 June 2010 – Glasgow, UK 7

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

10 & 11 June 2010 – Glasgow, UK 8

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

10 & 11 June 2010 – Glasgow, UK 9

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

10 & 11 June 2010 – Glasgow, UK 10

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

10 & 11 June 2010 – Glasgow, UK 11

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.

10 & 11 June 2010 – Glasgow, UK 12

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

10 & 11 June 2010 – Glasgow, UK 13

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

10 & 11 June 2010 – Glasgow, UK 14

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.

10 & 11 June 2010 – Glasgow, UK 15

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.

10 & 11 June 2010 – Glasgow, UK 16

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

10 & 11 June 2010 – Glasgow, UK 17

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

10 & 11 June 2010 – Glasgow, UK 18

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

10 & 11 June 2010 – Glasgow, UK 19

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

10 & 11 June 2010 – Glasgow, UK 20

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)

10 & 11 June 2010 – Glasgow, UK 21

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”.

10 & 11 June 2010 – Glasgow, UK 22

HOBBIDE: Improvement Model

• Strengths and Areas of Improvement

• Advices for the Development of the areas

• Improvement Plans

10 & 11 June 2010 – Glasgow, UK 23

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.

10 & 11 June 2010 – Glasgow, UK 24

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

10 & 11 June 2010 – Glasgow, UK 25

HOBBIDE: Improvement Management

• Identify and share the best practices

• Share and compare achieved results

• Identify support needs for the improvement of the
centres

10 & 11 June 2010 – Glasgow, UK 26

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.

10 & 11 June 2010 – Glasgow, UK 27

HOBBIDE: learning and improvement

• Adapt Hobbide to the 2010 EFQM version.

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

10 & 11 June 2010 – Glasgow, UK 28

Thank you very much for your
attention
kike@agcalidadfp.com
rosana@agcalidadfp.com

10 & 11 June 2010 – Glasgow, UK 29

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
10 & 11 June 2010 – Glasgow, UK 30

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