Australian Business Excellence Framework

1. Australian Business Excellence Framework The objective today is to introduce you to the quality model operating at ECU and to talk about some of the activities incorporating ABEF principles that help us to improve all of our core activities at ECU. Prominent in ECU�s mission is the desire to provide �university education of recognised quality� and ECU considers itself well advanced in terms of its approach to quality, while acknowledging the need for continuous improvement. The ABEF model was selected by ECU as it provided a systematic means by which to address �whole of organisation� quality issues; help drive improvement; and provide a basis for national and international comparison. The Business Excellence model enabled practices, which were already in place at ECU but not applied comprehensively, to be drawn together and allowed ECU to adopt an approach whereby quality was enhanced in all activities undertaken. The objective today is to introduce you to the quality model operating at ECU and to talk about some of the activities incorporating ABEF principles that help us to improve all of our core activities at ECU. Prominent in ECU�s mission is the desire to provide �university education of recognised quality� and ECU considers itself well advanced in terms of its approach to quality, while acknowledging the need for continuous improvement. The ABEF model was selected by ECU as it provided a systematic means by which to address �whole of organisation� quality issues; help drive improvement; and provide a basis for national and international comparison. The Business Excellence model enabled practices, which were already in place at ECU but not applied comprehensively, to be drawn together and allowed ECU to adopt an approach whereby quality was enhanced in all activities undertaken.

2. The Australian Quality Council (2001) in describing the Australian Business Excellence Framework states �the Framework is a non-prescriptive leadership and management system that describes the essential elements of organisational systems in seven categories: Leadership and Innovation; Strategy and Planning Processes; Data, Information and Knowledge; People; Customer and Market Focus; Processes, Products and Services; and Business Results. The Australian Quality Council (2001) in describing the Australian Business Excellence Framework states �the Framework is a non-prescriptive leadership and management system that describes the essential elements of organisational systems in seven categories: Leadership and Innovation; Strategy and Planning Processes; Data, Information and Knowledge; People; Customer and Market Focus; Processes, Products and Services; and Business Results.

3. The Australian Business Excellence Framework While descriptions are provided for the seven categories and 22 items underpinning the categories, it is up to each organisation to define its own goals, intent and methods of achieving that intent for each item. One of the key objectives of ECU was to translate the language of the ABEF to a University environment and culture so that it was more readily identifiable with the teaching, research and management roles performed in the University. We felt we were able to commit fully to the principles underpinning the framework as they accorded with our own values and business philosophy.While descriptions are provided for the seven categories and 22 items underpinning the categories, it is up to each organisation to define its own goals, intent and methods of achieving that intent for each item. One of the key objectives of ECU was to translate the language of the ABEF to a University environment and culture so that it was more readily identifiable with the teaching, research and management roles performed in the University. We felt we were able to commit fully to the principles underpinning the framework as they accorded with our own values and business philosophy.

4. ECU's approach to quality has been the subject of much work over the last several years Support from the top - Academic Board / Vice-Chancellery Quality Issues Working Party � developed a framework for defining the Board�s role in assuring quality in all matters relating to the academic activities of the University Training - Chancellery Group endorsed and budgeted for training : Business Excellence Frameworks workshops , enabling staff to understand the underlying principles of the Framework; apply the principles and framework; and deliver knowledge of the ABEF category items and PDRI dimensions. Training was targeted at Heads of School and other academic programme managers, general staff managers and their staff seeking to improve service levels and efficiencies. Feedback from staff indicated a commitment to driving change, developing a clearer understanding of the ABEF, and continuing professional development activities through a �quality network�. In Aug 2002 ECU officially branded and launched quality (Quality@ECU), with the Vice-Chancellor as the sponsor (HAND OUT) Quality@ECU is effectively a deployment strategy for quality and provides a tangible resource to help ensure that quality is embedded in the outlook and activities of all staff. In Summary 1st - a commitment to seven quality principles which have been customised from the Australian Business Excellence Framework and which cover core activities and enabling activities 2nd - adoption of a Plan-Do-Review-Improve cycle and 3rd - an ultimate focus on improving outcomes.ECU's approach to quality has been the subject of much work over the last several years Support from the top - Academic Board / Vice-Chancellery Quality Issues Working Party � developed a framework for defining the Board�s role in assuring quality in all matters relating to the academic activities of the University Training - Chancellery Group endorsed and budgeted for training : Business Excellence Frameworks workshops , enabling staff to understand the underlying principles of the Framework; apply the principles and framework; and deliver knowledge of the ABEF category items and PDRI dimensions. Training was targeted at Heads of School and other academic programme managers, general staff managers and their staff seeking to improve service levels and efficiencies. Feedback from staff indicated a commitment to driving change, developing a clearer understanding of the ABEF, and continuing professional development activities through a �quality network�. In Aug 2002 ECU officially branded and launched quality (Quality@ECU), with the Vice-Chancellor as the sponsor (HAND OUT) Quality@ECU is effectively a deployment strategy for quality and provides a tangible resource to help ensure that quality is embedded in the outlook and activities of all staff. In Summary 1st - a commitment to seven quality principles which have been customised from the Australian Business Excellence Framework and which cover core activities and enabling activities 2nd - adoption of a Plan-Do-Review-Improve cycle and 3rd - an ultimate focus on improving outcomes.