The Social Commitment of Universities and their relation to their Stakeholders

1. The Social Commitment of Universities and their relation to their Stakeholders Yaroslavl State University 13 – 15 February 2005 Bill Gormley

2. Personal Introduction • EFQM – Head of External Relations and Public Sector • DWP (UK) Senior Civil Servant • University of Central Lancashire (UK) Professional Advisor on Human Resource Degree Course. • Fellow of the Chartered Institute for Personnel and Development. • Fellow of British International Doctors Association.

3. Presenting EFQM • EFQM Explained • 14 Organisations • Vision and Mission • Current Members • The Benefits • Use of the EFQM Excellence Model • Implementing Organisational Excellence • University Stakeholders • Policy & Strategy • Excellence in Education • Communities of Practice

4. Origins of EFQM • To stimulate and, where necessary, to assist management in adopting and applying the principles of organisational excellence • To improve the competitiveness of European Industry and to close the gap of competitiveness between Europe and US/Japan • Supported by the European Commission in The European Quality Promotion Policy "the battle for quality is one of the prerequisites for the success of your companies and for our competitive success". - Jacques Delors, EC President

5. The Very Beginning • Founded in 1989 by 14 leading European organisations :  BT plc  KLM - Royal Dutch Airlines  Robert Bosch GmbH  Nestlé AG  Bull SA  Philips Electronics NV  Ciba-Geigy AG  Ing. C. Olivetti & C.S.p.A.  Dassault Aviation  Renault  AB Electrolux  Gebr. Sulzer AG  Fiat Auto Spa  Volkswagen AG

6. Key Milestones EFQM Excellence Model launched Creation of Benchmarking Services Creation of SME Award with EC support Launch of Excellence One and Levels of Excellence present 1989 1991 1992 1995 1996 1999 2001 Fundamental revision of Model First EQA in Madrid presented by King of Spain Creation of Public Sector Award with EC support Creation of Network of National Partners

7. Vision and Mission Vision:A world in which organisations in Europe excel Mission:To be the driving force for sustainable excellence in organisations in Europe Objectives:A place to share, investigate and validate management practices that make a differenceA variety of routes to business improvement and developmentRecognition of progress in organisational excellence through the EFQM Levels of Excellence

8. Who is using the Model? • More than 20,000 organisations across Europe • 60% of Europe’s largest 25 companies • 9 of the 15 European companies in the FT’s 50 World’s Most Respected Companies in 2002 • More than 10,000 SMEs • 20 out of the 50 Eurostock companies  The EFQM Excellence Model is a registered trademark of EFQM

9. Importance of Excellence • EFQM-derived Common Assessment Framework has been adopted by Public Sector • Fundamental Concepts

10. The Impact of Excellence • Does Quality impact the Bottom-Line? • Study shows that stock prices of award winners increased by an average of 114% over a five-year period • Winners improved sales by 69%, total assets by 79% • Award winners outperformed benchmarks on operating income by 56% Source: Vinod Singhal, “TQM Boosts the bottom line”, April 2002

11. Essence - Excellence in Education Understanding and systematically managing all activities through key process, and making decisions based on sound information Having a clear focus on the student, whilst considering other stakeholder groups Developing, involving and engaging staff, and having shared values Balancing and meeting the needs ofstudents,staff and others, through developing appropriate indicators, setting and tracking performance and benchmarking Transparent and clear leadership, with a planning unitunity of purpose Considering the impact on the local and wider society that theplanning unitmakes Developing meaningful and mutually beneficial relationships both internally and externally Managing, sharing and acting on learning and experiences, making changes which enable continuous improvement

12. Policy & Strategy Excellent Universities implement their mission and vision by developing a stakeholder focused strategy that takes account of the educational climate in which it operates. Policies, plans, objectives and processes are developed and deployed to deliver the strategy. Quality in Education Lloyds TSB

13. University Stakeholders • Who are their stakeholders? • The identification of stakeholders includes: • Pupils • Governors • Parents • Business • Authorities • Governments • Society • Understanding & Anticipating Stakeholders: • Needs • Expectations • EFQM Award Winner 2003 • Runshaw FE College, United Kingdom • The Runshaw Way

14. Stakeholders & Society • Performance as a responsible citizen • Involvement in the community • Preventative measures to protect society and the environment • Preservation and Sustainability of resources • Predicting future needs and expectations of the stakeholders.

15. Meeting the needs Meeting the needs of current stakeholders without compromising the ability of future generations to meet their own needs EFQM Framework for Corporate Social Responsibility

17. 1.3 billion people don’t have access to drinkable water • 4 billion people don’t have sanitation • 1 billion are undernourished • 1.2 billion are illiterate (98% in southern hemisphere, and two thirds are women)

18. The Social Commitment of Universities and their relation to their Stakeholders Yaroslavl State University 13 – 15 February 2005 Bill Gormley