Case: Helia University of Applied Sciences - Helia Model to Translate Strategy into Action for Satisfied Customers.

Transcription

1 Case: Helia University of Applied Sciences - Helia Model to Translate Strategy into Action for Satisfied Customers.

2 Content Helia University of Business and Applied Sciences Quality system = management system Helia strategy Mission, vision, Critical success factors Chosen areas of emphasis Helia Annual planning Balanced scorecard for Helia Balanced scorecard for teacher Helia Follow-up satisfied customers Helia Quality organisation Leadership and HR development The new HAAGA-HELIA University of Applied Sciences

3 University of Business and Applied Sciences Background: merge of 5 colleges 1992/1997 Business oriented institution of higher education Owned by Helia foundation (private organization) 6200 students, staff about 400 offices in Helsinki and Porvoo Co-operation with local companies on many levels International: all degree programmes also in English, over 500 foreign students from 76 countries Quality of education is high: we can take in only 10 % of applicants, our graduates have very good employment prospects ( 3 % unemployed) Education areas: business management, IT, tourism, management assistants, journalists, vocational teachers Education levels: Bachelors and Masters

4 HELIA ORGANISATION Board of Helia Foundation President Board of Helia Helia Management Group Student Services International Services Financial and Accounting Services IT-Services Personnel, Marketing and Information Services Business Programmes Business Information Technology Programmes Management Assistant and Journalism Programmes Porvoo Borgå- Unit s Programmes School of Vocational Teacher Education Research and Business Development Centre

5 To quarantee quality of a merged organization: Quality system = management system shared vision and targets and follow-up! + leadership doing together! + competence management capability to do!

6 HELIA S STRATEGY MISSION Helia produces graduates who are valued for their expertise. Helia researches and develops the operations of companies and other organisations in the greater Helsinki area, in chosen areas of emphasis.

7 HELIA S STRATEGY VISION 2010 Helia offers education of the highest quality in Finland and is competitive internationally. Helia is a recognised frontrunner in the research and development of vocational pedagogy. Helia is recognised for its research and development in chosen areas, as well for its innovative and practical solutions in support of this. Helia is known for its expertise, which is based on cooperation and the sharing of expertise among staff, students and the business community.

8 HELIA S STRATEGY MAP OF SUCCESS FACTORS

9 HELIA S STRATEGY CHOSEN AREAS OF EMPHASIS - Systems and operating practices that support business - Communications and digital media as part of business operations - Sales efforts - Vocational pedagogy

10 CHOSEN AREAS OF EMPHASIS from the perspective of Helia s core competence areas Business ICT Sales efforts Media Vocational pedagogy

11 Strategy map: quality education The business environment: monitoring and analysis Methods for anticipating educational needs Dialogue with the business community Active assessment Anticipation of educational requirements in the workplace Quality control A curriculum that develops business practices Quality education Quality learning environment Studies connected to practices in the business community Study counselling and mentoring Uniform operating practices Documentation Possibilities for internationalisation Communications Selfdevelopment Participation in R&D Doing together An organisation open for dialogue Sharing of expertise Commitment

12 ANNUAL PLANNING HELIA-level balanced scorecard t CUSTOMER PERFORMANCE (service capability, customer point-ofview, how we should be perceived by customers) HIGHEST-QUALITY EDUCATION IN FINLAND School appeal Applicant acceptance ratio 10/1 and 5/1/Teacher Education Effectiveness Graduate employment % Student satisfaction Course feedback 4/5 Graduation survey 4/5 Company/organisation satisfaction Course feedback 4/5 Company/organisation feedback 4/5 INTERNATIONAL COMPETITIVENESS School appeal Applicant-acceptance ratio for foreign students, 3/1 Student exchange 30% Teacher exchange 30 International customer satisfaction Course feedback from foreign students 4/5 Graduation feedback from foreign students 4/5 OPERATING PERFORMANCE (performance capability, efficiency of operating practices, in what areas we should be good) SMOOTH STUDY PROCESS Study efficiency Graduation time average 3,8 years Percentage of students who graduate >70 % Percentage of students who graduate from School of vocational Teacher Education >90 % Special courses Number of e-learning courses completed (100%) per student, 1 credit/year Support Services Reliability of processes RESEARCHER AND DEVELOPER Success of projects MANAGEMENT AND LEADERSHIP Evaluation of superiors (staff survey 3,8) DEVELOPMENT PERFORMANCE (capability for regeneration + consideration of staff resources, how do we upkeep our ability to change, develop and stay up-to-date) HIGHES QUALITY EDUCATION Post-graduate polytechnic degree Corporate training products INTERNATIONAL COMPETITIVENESS Quality certificate 2007 ECTS Label, Diploma Supplement FOCUS AREAS Number of development projects Number of implemented/ commercialized innovations Number of research articles Number of research publications RESEARCHER AND DEVELOPER Number of big projects on the focus areas, 4 Number of partner agreements, 30 Number of contacts of CallCenter /year RECOGNISED EXPERT Shared expertise Learning assignments in intranet Workplace well-being assessment 3,8 Staff development, number of development days Contacts with business community Theses commissioned by companies and other organisations, 90 % FINANCIAL PERFORMANCE (liquidity, financial resources) FINANCE AND COST MANAGEMENT Revenue - Ministy of Education, million - Training and consulting services, (10% of revenue ) - Esternal R&D funding, (0,3% of revenues) Profit Surplus balance, (= investment surpulus 40%) Profit from services sold,

13 ANNUAL PLANNING: TEACHER LEVEL SCORECARD FORM - DEVELOPMENT DISCUSSIONS OBJECTIVES 2006 CUSTOMER PERFORMANCE (service capability, customer point-of-view) OPERATING PERFORMANCE (performance capability, efficiency of processes) DEVELOPMENT PERFORMANCE (capability for regeneration & consideration of staff resources) FINANCIAL PERFORMANC E (liquidity, financial resources) QUALITY EDUCATION Student satisfaction Course feedback Thesis counselling feedback Teaching and counselling Ratio of courses completed to courses started International activity Participation in teacher exchange Courses involving international visits Development of teaching Teaching development projects Success in implementation of teacher's pers dev plan Business contacts Company visits, incl theses and work placement Projects done for companies in cooperation with students Other business contacts, number of visiting lecturers Impact on unit finances Income generated, participation in projects and training SMOOTH STUDY PROCESS Teaching tutoring and mentoring Studies of mentoring students proceed as set in study plans E-learning Credits received by teachers through e-courses SHARED EXPERTISE Developing the workplace community Development projects and joint teaching Building expertise Course description plans Learning assignments R&D Research and development Publications and articles Participation in R&D projects

14 THE QUALITY SYSTEM: THE CUSTOMER IN THE ANNUAL CYCLE Operating plan and budget / Helia Foundation Promoting goals Operating plan and budget - Management Group and Board Taking into account external perspective Operating plan and budget -Management Group discussions Management of services University quality summaries Ensuring quality across the board Evaluation of investment proposals Development of learning environment Project assessments Productisation and benefits Operating reviews and income analysis Analysis and tracking of results on the basis of feedback 1 6 Tatu Ministry of Education: Setting goals Development discussions Development of staff competencies, cooperation Closing the books Intelligent and effective use of resources Ministry of Education negotiations Keeping in line with educational policy and regional objectives Unit operating plans and budgets Planning of services and resource allocation Strategy update Review of objectives Interim review: Intelligent and effective use of resources

15 QUALITY ORGANISATION 2006 Board of Helia Foundation President Board of Helia Student Union, Hamky ry Helia Management Group Student Services International Services Financial and Accounting Services IT-Services Personnel, Marketing and Information Services Q-teams - - Koma-group Quality Assurance Officer Q-forums - - Alumnaes Advisory Boards Business Programmes Business Information Technology Programmes Management Assistant and Journalism Programmes Porvoo Borgå- Unit s Programmes School of Vocational Teacher Education Research and Business Development Centre Co-operative groups (YTY) MG MG MG MG DG MG Student Associations

16 EXTRACT FROM HELIA S FEEDBACK SYSTEM DESCRIPTIONS For the development of degree programmes Target of evaluation/feed back 4 Degree programmes 5 Degree programmes 6 Degree programmes 7 Degree programmes 8 Degree programmes 9 Degree programmes/ vocational pedagogy Evaluator Graduating students Graduating students Negotiating Committee Companies, business community Graduated students/ sample Expertise groups and School of Vocational Teacher Evaluation method/tool Graduation survey, inhouse Ministry of Education graduation survey, Opala system Meetings, discussions Customers survey Optical questionnaire, and interviews Joint development projects Evaluation compiler/per son responsible Director, educational services Director, educational services Degree programme directors Degree programme directors Degree programme directors Degree programme directors Intervals Semi-annual Semi-annual Every three years Every three years Every three years Every three years Person in charge that feedback leads to dev. action Degree programme directors Degree programme directors Degree programme directors Degree programme directors Degree programme directors Degree programme directors Objective/ reason for action Long-term monitoring to ensure development is in the right direction; development of teaching and degree programmes Ministry of Education objectives, including monitoring of job placement record Ensure degree programmes meet business community requirements Ensure degree programmes meet business community requirements Assessment of how degree supports career development Improvement of curriculum planning, and degree programme development

17 LEADERSHIP BASIS FOR LEADERSHIP: SHARED VALUES HELIA VALUES Customer focus Expertise Continuous development Cooperation and caring Focus on results and quality

18 HUMAN RESOURCE AND COMPETENCE MANAGEMENT DEVELOPMENT DISCUSSIONS - setting targets - follow-up - competence mapping - personal development plan - plan for sharing competences PERSONNEL TRAINING COMMUNICATION SYSTEMS TEAM WORK TEAM LEADERS

19 THE NEW HAAGA-HELIA University of Applied Sciences WILL OPEN 1 JANUARY 2007 It is new, larger, international private University of Applied Sciences that will be known for its high quality and connections to the business community Every 10th applicant applies to HAAGA-HELIA in the national centralized application system. Every 6th applicant gets a study place. students number , staff 600, 6 offices

20 Education fields: business, hotel and restaurant management, information technology, journalism, management assistant training, tourism, physical education and vocational teacher education Benefits for students: - more choices - higher-quality education - more opportunities for specialization and profiling - increasing opportunities for graduates to find work based on the university s networks and reputation Benefits for companies: - better resources for research and development, business training and innovative regional development work