strategic planning and quality management
TRANSCRIPT
Strategic Planning and
Quality Management
Andreas Raggautz
Kathrin Maier Performance and Quality Management
LQM Tasks Strateg. Analysis
• Research Portfolio
• Performance benchmarks in teaching &research
• Portfolio of studies
• SWOT
• Graduate tracking
Strategy & Steering
• Performance agreements
• Development plan
• Budgeting
• Apointment agreements
• Strategic projects
Reporting
• Intellectual capital
report
• Non-financial reporting
• Performance reports
• Monitoring perf.
agreements
Quality-management
• QM-System
• QM-Audit
• Research evaluation
• Personal evaluation
• QM-Consulting
STRATEGIC STEERING
• Strategic Plan Strategic Goals
SWOT
3 - 6 years (actual 2013 - 2018)
• Performance Agreements With government and internal
3 yearly, performances and goals, annual report
• Budgeting system yearly, staff and invest
performances agreements and key indicators
Steering Tools
Strategic plan
Reporting Budgeting
Internal performance
agreements
External performance
agreements
Intellectual capital
report
Steering modell
Strategic Plan
• Mission statement
• SWOT
• 26 strategic Goals, Profil 2020 with indicators/milestones
• Strategic projects
• Objectives for each subject in research, teaching, young
researchers training, staff development and 3rd mission
• Measures in 9 crossing themes
• Resources
• Basis for performance agreements
• Results of the research evaluation
• Workshops on structural developments with the deans
• Internal benchmarking: Comparison of subjects in figures of teaching,
research, young researchers training and staff development
• External benchmarking: Comparison with similar other Austrian universities
with selected (available) indicators
• SWOT based on the metioned Analysis
• Workshop with Rectorate, Council and Deans
• Internal consultation process (for all emplioyers and student
represenattaives) on the draft version of the strategic plan
Development of the
Strategic Plan 2013-2018
Planning, Budgeting & Strategy
• In budgeting and staff planning results from strategy planning and
key indicators are considered.
• The yearly budgeting process is determined through quality related
indicators.
• Budget allocation and staff planning are checked against the PA.
• Permanent senior positions (professors, associate professors) are
part of the strategic planning. The decision is based on criteria set
in the strategic plan.
Performance Agreement
(state)
Strategic plan
P.A. faculties
P.A. Departments
Personell P.A.
System of Performance Agreements
Objectives of
Performance Agreements
• Transparency of common expectations and duties
• Implementation of strategic goals including the follow up
measures of the research evaluation
• Fulfillment of the commitments of the Performance
Agreement (State)
• subject-specifis objectives and indicators
• no linear increase, indicators depending on staff size
• Overfulfillment of objectives generates incentives
Elements of PA
• Strategic objectives, academic profiles, university development
• Corporatly agreed actions
• Whole activity fields (staff development, research, study programmes, internationality, community services etc.)
- Present activities
- additional projects and measures
• Criteria for objective measuring
- Objectives and milestones
- Integrated key performance figures
• Ressources (esp. EURO)
• Consequences, Accounting, Monitoring
Lessons learnt
Performance Agreements
• Strategic Profile and Feedback
• Establish connection between Staff and University
• Consistent, synchronized management tool
• Increase of binding character
• Consequences of doing and non-doing
• Transparency, Incentive systems
• Orientation
• about institutional and individual expectations (targets and performance)
• Acknowledge and honore individual performance
• Advance learning culture and potentials
• Trust in planning
• Universitywide planning decissions
• Departemental development planning
• Individual performance planning
REPORTING
Relevance of internal reporting
• Comprehensive reporting system (internal/external, financial/non financial, etc.)
• Reporting as central component of the steering and
quality management
• Steering questions:
What wants the rectorate to steer?
Which indicators are needed therefore?
What should the deans & institutes know?
Basis data
2. Aggregation level
3. Aggregation level
1. Aggregation level
Departments / Profit Center / Commîtes
Deans, Vice Deans
Vice Rectors, Senate
Rectorate (Cockpit)
Ministry
Board
Reporting levels
Strategy related information
Monitoring with Feedback
• Monitoring talks Rectorate and deans
Progress of performance
agreements
Status budget and staff
Gap analysis and measures
• Strategic talks Medium and long term planning
SWOT
Strategic opportunities and
measures
• Reports Intellectual capital report
Dashboard
P.A. monitoring of measures
Performance reports
• Strategic analysis Graduate tracking
Gender report
Bibliometrics
Benchmarks
Portfolio analysis
Information and monitoring indicators research teaching young scientists staff infrastructure
output/outcome • publications*
• citations (MNCS,
PP(top10%))*
• graduates
• proportion unemployed
graduates
• income graduates
• graduates in doctoral
program within 6 years
processes • income Austrian Science
Fund (FWF)
• income EU-funds*
• staff-student ratio
• teaching time performance
• active students
• indicators for graudates
programm
• ratio researchers/admin staff
• positions for young
scientists with termed
contract
• utilization of courses
• utilization of rooms
input • Researcher (full-time
equivalent)
• examination effort
• amount of hours spent in
classes
• Employed doctoral
students*
• Staff in diverse categories
(FTE)
• usable areas
• spending for facilities,
literature
internationalization
• number of proposals for
EU-funds*
• international co-
authorship*
• graduates with a stay abroad
• international students
• courses taught in a foreign
language
• early career researchers
with a stay abroad*
• doctoral students from
foreign countries
• international researchers*
• incoming/outgoing staff
(research activity)
gender
mainstreaming • women in teaching
• doctoral students:
proportion of women
• index of entry
opportunities
• gender ratio permanent
staff
• index of career opportunities
• indicators from gender
budgeting project
bold: indicator for performance agreement 2016-2018;
*: indicator for rankings
orange: in development for regular monitoring
Personal intellectual capital report
Research monographs/books edition of proceedings/books edition of series/journals/proceedings
articles in peer reviewed journals with Index
articles in peer reviewed journals without Index
articles in other journals book chapters digital publications other publications internally funded projects cooperation projects
number of externally funded research projects
national research fund European union
presentations poster doctoral theses (completed) doctoral theses (in supervision)
Teaching number of courses teaching Load (hours) master theses (completed) master theses (in supervision) educational projects Scientific Networking awards positions in external scientific bodies
positions in external habilitation committees
organized scientific events participation in scientific events supported guests (incoming mobility) Leadership & Management internal duties/attendance in university committees positions in internal habilitation committees administrative efforts
Operational databases
Data from campus information management system
(UNIGRAZonline) and SAP, integration of other systems
and databases possible.
Data Warehouse
Processing (extraction, transformation – ETL) of data.
Analytics & Reporting
DWH-
cubes
DWH-
stars
Business intelligence architecture
Quality Management
Quality
Management
@ Uni Graz
Quality Topics Act on Quality Assurance in Higher Education (2012)
Quality Audit (7 years, universities) by EQAR-agency
1. Quality strategy and its integration into the management
tools of the higher education institution;
2. Quality assurance structures and procedures in
• degree programmes and teaching,
• research
• organisation and administration and staff;
3. integration of internationalisation and societal objectives
into the quality management system;
4. information systems and involvement of stakeholder
groups.
Development of
Quality Management
2000: Start course evaluation
2002: 1st mission statement, strategic goals
2003: start research evaluation
2004: 1st development plan
2004: start internal performance agreements
2005: Going live performance reporting
2008: New course evaluation: competence orientation
2008: 2009: AQA-Audit on internationalization
2010: Start graduate tracking
2011: Decision on quality concept
2013: Quality Audit by FINHEEC
2014: Revision research evaluation
2015-2019: Research evaluation
2020: 2nd Audit
QM objectives
1. Establishement of a quality culture
2. Long-term implementation of university strategy
3. Enhancement of transparency of goals, processes
and data
4. Stronger commitment and participation of staff in
quality improvement
5. Incorporating quality enhancement in all areas of the
university
6. Set-up task-oriented tools for QM
QM cycle
Teaching
Research
Promotion of young
researchers
Management
Service
Application areas
Quality Tools
Monitoring
Evaluation,
Quality Assessment
Student Feedback and Complaints
Performance Report - DWH
Research evaluation
Development of teaching skills
Programme Accreditation
Relevance Intellectual Capital Report - narrative
part
Strategic Analysis Portfolio-Analysis
Appraisal interviews
Habilitation procedure
Performance Record
Rankings
Development SWOT
Performance Agreements
Development Plan
Intellectual Capital Report - Indicators
Recruiting/Appointment
Efficiency
Activity Analysis Benchmarks
Monitoring Talks
Budget- & manpower demand forecast
Internal Audit
Research Integrity
Graduate tracking/monitoring
Dashbord
Individual performance agreements
Quality Development Research Support services
Evaluation of Cooperations etc. Ex ante/post Evaluation of Curricula
Work load analysis
Teaching/Research Awards
Skills Portfolios
GEKo
Staff Development & Training
Evaluation of
research
- Carried out by the
Uni
- Currently 3rd round
- All Institutes (~
128)
- Duration ~ 5 years
Key Findings
Tailored evaluation design
Linking of quantitative and qualitative aspects
Focus on consequences
Peer evaluation – not in any case
University of Graz
Performance and Quality Management
8010 Graz, Universitaetsplatz 3
Tel. +43.316.380.1803
Contact: