The school self-assessment methodology and impact on the system

1. The school self-assessment methodology and impact on the system Kaidi Holm VET expert, Estonia Torino 2009

2. STEP 1 – self-assessment • Estonian VET QualityAwardsince 2003 2003 - 9 schools, 2005 - 11 schools, 2006 – 9 schools, 2007 – 10 schools, 2008 – 8 schools • Based on EFQM model • 8 principlesoforganisationalexcellence • Self-assessmentcombinedwithexternalevaluation • Voluntary

3. Estonian VET ExcellenceModelisbased on EFQM ExcellenceModel and is: • a tool for Self-Assessment • a way to Benchmark with other schools • a guide to identify areas for Improvement • the basis for a common Vocabulary and a way of thinking • a Structure for the organization's management system

4. EFQM Model is a practical tool that is mostly used by educational organisations in self-evaluation of the organisation, but it is also a useful framework for external audits as well as a structure for educational organisation's management system. • The EFQM Model forces to examine organisation's functions, operations and results as a whole. Excellent educational organisations identify key customers and customer groups for whom educational services are provided. • Organisation clarifies current and future needs of customers and customer groups and develops services accordingly. • Organisations follow the satisfaction of customers and try to forecast the changes. • In promoting continuous improvement, the EFQM Model relies on few fundamental concepts or approaches :

5. Source: www.efqm.com

6. The Fundamental Concepts of the EFQM Excellence Model (8 principles of TQM) Result OrientationExcellence is achieving results that delight all the school´srelevant stakeholders (this includes students, employers, teachers and the other people employed, suppliers and society in general as well as those with financial interests in the organisation) Customer FocusExcellence is creating sustainable customer value.School has to have clear focus on the needs of current and potential customers

7. Leadership and Constancy of PurposeExcellence is visionary and inspirational leadership, coupled with constancy of purpose. The behaviour of an organisation´s leaders creates a clarity and unity of purpose within the organisation and an environment in which the organisation and its people can excel. Management by Processes and FactsExcellence is managing the organization through a set of interdependent and interrelated systems, processes and facts. Organisations perform more effectively when all inter-related activities are understood and systematically managed and decisions concerning current operations and planned improvements are made using reliable information that includes stakeholder perceptions

8. People Development and InvolvementExcellence is maximizing the contribution of employees through their development and involvement.The full potential of an organisation´s people is best released through shared values and a culture of trust and empowerment, which encourages the involvement of everyone. Continuous Learning, Innovation and ImprovementExcellence is challenging the status quo and effecting change by sharing of knowledge and utilizing learning to create innovation and improvement opportunities.

9. Partnership DevelopmentExcellence is developing and maintaining value-adding partnerships. An organisation works more effectively when it has mutually beneficial relationships build on trust, sharing of knowledge and integration with its Partners. Corporate Social ResponsibilityExcellence is exceeding the minimum regulatory framework in which the organization operates and to strive to understand and respond to the expectations of their stakeholders in society. The long-term interest of the organisation and its people are best served by adopting an ethical approach and exceeding the expectations and regulations of the community.

10. Why EFQMmodel? • Systematic and holistic approach to management of the organisation • Good ground for self-assessment and comparative analysis with others • Represents unified and worldwide accepted understanding about excellent organisation • Balance between different parts and aspects of the organisation • Quantifiable and comparable results • Inclusive to other approaches and models • Flexible and adjustable • Oriented to improvement and learning

12. EFQM Customer results Excellent organisations comprehensively measure and achieve outstanding results with respect to their customers.

13. Customer results of the EFQM Model include the monitoring and follow-up of customer perception measures (6a) and performance indicators(6b) both of which are used to analyse, assess, interpret and improve the performance of organisation and to forecast the changes in customer perceptions and needs.

14. Customerperceptionmeasures • Perception measures describe customers’ perceptions of the educational organisation and its operations. The starting point for customer satisfaction is that customers’ experiences should equal or exceed their needs and expectations. • Surveys and interviews are carried out among groups of students, representatives of working life, teaching staff and support staff in the organisation. The satisfaction of customers bying services produced by students, such as student-run restaurant or shop, may be measured too.

15. Examplesofcustomerperceptionmeasures Student satisfaction with • teaching and learning, • studying arrangements ( incl. physical facilitiesetc), • student assessmentand self-assessment, • attitudes towards students, • practical training period and various support services (cleaning services, canteen services, libraryetc) • Finnish National Board of Education • http://www.edu.fi/english

16. Performance indicators • Customer-related performance indicators may describe areas such as learning outcomes, number of completed qualifications, completion of qualifications within normative time, employment rate by field, the image of the organisation etc. • The number of students applying to the institution (with priority choice) can indicate its attractiveness to students, whereas low absence rates of students may indicate good motivation of students. Students’ employment after graduation and the number of those completing a qualification, in turn, indicate the overall performance of the organisation's core process.

17. Examplesofperformanceindicators

19. Evaluation of results • According to the EFQM Model educational organisations evaluate customer results, people results, society results and key performance results. • Each result area includes the perception indicators (a) measuring the perceptions or satisfaction of customers or staff and the internal performance indicators (b) measuring internal performance of the organisation. • Results are reviewed from the following perspectives:

21. The scoring of results in the EFQM Model

22. STEP 2 – qualityofevidence • All data, collected by schools should be: • Relevant • Valid • Reliable • Representative • Comparable

23. 4 questionnairestomeasurethesatisfactionofour: • Students • Former students • Employers • School staff

24. Students • Schoolclimate and relationswithotherstudents and scoolstaff • Stability and balance • Schoolmanagement • Motivators • Communication • Teaching and learning • Assessment • Physicalenvironment • Teachers • Sparetime (sport facilitiesetc.) • Canteen, dormitoryetc. • Public image ofschool • Satisfaction, recommendation

25. Schoolstaff • Schoolclimate and relationswithstudents and colleagues • Communication • Physicalenvironment • Leadership and management • Professional development • Motivators • Stability and balance • Students • Public image ofschool • Satisfaction, recommendation

26. STEP 3 – qualityofqualityassurance • Research on 2006/2007 • All Estonian VET schoolsinvolved • Awareness and implementationofprinciplesoforganisationalexellence • Theimpactofself-assessment , • TheimpactofEstonian VET QualityAward • Furthertrainingneeds • 43 questions

27. Satisfactionwithschool

28. Staff -satisfactionwithschool

29. Thank you for your attention! Kaidi Holm kaidi.holm@mail.ee